Challenges in the Era of Globalization - iaabd

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Proceedings of the 12th Annual Conference © 2011 IAABD Abstract Project Management Trilogy Challenges in Africa – where to from here? P D Rwelamila, rwelapmd@unisa.ac.za N Purushottam, purusn@unisa,ac.za University of South Africa (UNISA), South Africa In Africa like in other continents, projects are becoming a way in which organizations (public and private) fulfill their business plans. Project management still remains a Cinderella field across the continent. On average 8 out 10 projects managers are accidental or have inadequate PM knowledge base; PM training is characterized by curricula falling short of some fundamental knowledge areas of PM; and organizations (within public and private sectors) which are fundamentally supposed to be centered on programs and portfolios are in practice project oriented organizations (POO) by default characterized by archaic and fragmented systems. These challenges, which are referred to in this paper as ‘PM trilogy challenges’ have significantly contributed to a confusing environment if not corrected could take away the potential of PM in business success and public sector development. Results of five research projects are used in this paper to identify the issues which have led to ‘PM trilogy challenges’. Finally recommendations are advanced towards addressing these challenges. Introduction There is sufficient evidence to strongly suggest that most future growth and successes of public and private sector organizations will result from successful development of projects: that generate new and state of the art infrastructure facilities, excellent public domain services to citizens and sustainable policies which will create a conducive environment for appropriate investments; and new products, services, or procedures respectively. According to Graham and Englund (2004), such projects will also be a principal way of creating organizational change; implementing change and growth strategies will usually also be entrusted to project managers. However, they argue, project success is often as much as results of the organizational environment (with public and private sectors) as of the knowledge (authors emphasis) and skills of the project manager. Current assessments of various projects across the African continent based on various studies (Rwelamila 2010a; Rwelamila 2000; Ssegawa and Ngowi 2009; Rwelamila and Phungula 2009) paint a picture of project failures across public and private sectors supporting Graham and Englund’s (2004) argument. The majority of failed projects depict the following umbrella dimensions: Inefficient projects – projects failing to meet budget and schedule expectations; Weak impact on customers/stakeholders – projects unable to meet technical specifications, unable to address customer/stakeholders needs, and unable to create projects that satisfy clients/stakeholders needs; Unsuccessful business/or unsuccessful development strategy – projects not achieving significant commercial success (private sector) or development programmes/projects unable to achieve developmental goals (public sector); and Unsustainable potential – projects unable to add value. For most projects, the above failed projects umbrella dimensions have resulted into specific issues, which are the opposite of what Pinto and Slevin (1988) referred to as project critical factors. It is thus important to refer to these issues as African project failure symptoms cutting across all sectors. These symptoms include: (i)Clients/Stakeholders dissatisfaction with final products or services – ultimate intended users or beneficiaries have not accepted what projects have finally delivered; (ii) Most of project missions have 724
Challenges in the Era of Globalization Edited by Emmanuel Obuah been archaic – the majority of projects are completed without initial clarity of project goals and general directions; (iii) Poor synergy between POO management and project coal face management – for a majority of POOs there is very little willingness of top management to provide the necessary resources and authority for project success; (iv) Most projects do not have appropriate schedules and plans –no detailed specifications of the individual action steps required for project implementation; (v) Poor consultation with stakeholders/clients - for most of the programmes and projects, communication, consultation, and active listening to all impacted parties are inadequate; (vi) Poor project personnel recruitment and selection – consultants and POOs do not seem to have appropriate plans for recruitment of project managers and core team members; (vii) Poor monitoring and feedback – a significant number of projects face late provision of comprehensive control of information; (viii) Poor communication – there is a significant number of projects which suffer from non provision of appropriate network and necessary data to all key factors in project implementation; (ix) Poor troubleshooting strategies – most projects suffer from inabilities to handle unexpected crises and deviations; (x) Incompetent project managers – most people who assume positions of project managers are technical experts and incompetent administratively, interpersonally and technically (project specific); (xi) Excessive power and politics - it is common to find high degrees of political activities within organizations and perceptions of projects furthering self-interests of organization members; (xii) Negative impact from environmental events – dominant external organizational factors (especially within the public sector) impacting on operations of project teams negatively; and (xiii) Urgency is an elusive word - for most of public sector projects, the need to implement projects as soon as possible remain a pipe dream. All these symptoms represent a significant plethora of bad practices which need to be addressed if project management (PM) is going to remain as a means by which public and private sector organizations achieve their objectives in Africa. Project management’s ability to provide organizations with powerful tools that improve their ability to plan, implement, and control their activities as well as the way in which they utilize their people and resources will need to be practiced from the position of understanding its characteristics and what constitute PM best practices. The authors are convinced that the journey towards understanding PM characteristics and universally acceptable PM best practices should start from addressing the challenges which have led to the African project failure symptoms described above, hence the need to address the causes of these symptoms. A closer scrutiny of various research reports and discussions with various key authorities within public and private sector involved in projects has led to identifying the causes of the above symptoms. There are three key causes of the symptoms. These causes are key to this paper and are referred to as ‘PM trilogy challenges’ and include: (i)The confusion of equating technical specializations with project management competences - the emphasis on technical aspects of projects over socio-cultural issues; (ii) Inadequacy of PM training programmes (both on the job and outside the job); and (iii) Lack of strategic project management in POOs The above project failure causes are discussed in detail in the preceding sections and finally recommendations are advanced towards addressing them. Background to ‘PM Trilogy Challenges’ In Legum’s (2002) seminal work on ‘A new economy for South Africa and the world’, she refers to the orthodoxy in vogue that the competition between nations and between the individuals is not only inevitable, but will result in the greater happiness of the greatest number. The same argument could be raised that PM development has centred on ‘orthodoxy’ to the detriment of developing the PM profession and approaches in managing projects. As will be discussed later the ‘PM trilogy challenges’ are result of PM orthodoxy in Africa, where POO executives, professional voluntary organizations leaders and higher 725
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Challenges in the Era of Globalizat
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Table of Contents Challenges in the
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Local Steering Committee Jacob Musi
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Abstract Challenges in the Era of G
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Empirical Results Challenges in the
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Research Findings Challenges in the
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Abstract: Study on Africa Governmen
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Abstract Challenges of Oil Revenue
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Figure 1: Lagos off shore survey po
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Conclusion Challenges in the Era of
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37. Provision of sound education fo
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Abstract The Changing Requirements
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The Model, Data and Variable Defini
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Abstract Gender, poverty and sustai
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Theoretical Framework Challenges in
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Single 18.1 Masters and above 35.3
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Source: Field survey, 2010 Table 3:
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Conclusions and Implications Challe
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Abstract Exploring Organisational R
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Table 1: A Summary of Operating Ban
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Discussion and Conclusion Challenge
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Abstract What does Globalization me
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Banks in Ghana Challenges in the Er
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References: Challenges in the Era o
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The study seeks to: • examine typ
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Relationship Commitment Total 1264.
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