Yom Institute of Economic Development

Joint Master Program with Debre Markos University

The Role of Project Management Software in Project Success: The Case of Radio
Access Network Projects of Ethio Telecom in Addis Ababa, Ethiopia

By:
Betelehem Tefera
Advisor:
Dr. Melkamu Tadesse

MSc Thesis Submitted to Debre Markos University and Yom Institute of Economic
Development

A Thesis Submitted to the Department Project Planning and Management of Debre

Markos University and Yom Institute of Economic Development, in Partial Fulfilment
for the Requirements of Masters of Science Degree in Project Planning and
Management

October 1, 2019
ADDIS ABABA, ETHIOPIA
DECLARATION

I, Betelehem Tefera, I.D. number 1251/2010, do hereby declare that this thesis is my original work
and that it has not been submitted partially; or in full, by any other person for an award of degree in
any other university/institution.

Submitted by:

Name of Student: Betelehem Tefera Signature: Date: 2019

Approved by:

This thesis has been submitted for examination with my approval.

Name of Advisor: Dr. Melkamu Tadesse Signature: Date: 2019

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DEDICATION

To my beloved child Bersabeh Sisay. You are a constant source of pleasure, energy, strength, and
inspiration to achieve this paperwork. I am blessed to have you in my life.

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APPROVALS

The undersigned certify that they have read and hereby recommend to Debre Markos University and
Yom Institute of Economic Development to accept the thesis submitted by Betelehem Tefera and
entitled “The role of project management software in project Success: the case of radio access network
projects of Ethio Telecom in Addis Ababa, Ethiopia”, in partial fulfilment of the requirements for the
award of Masters Degree in Project Planning and Management.

Submitted by:

Name of Student: Betelehem Tefera Signature: Date: 2019

Approved by:

Name of Advisor: Dr. Melkamu Tadesse Signature: Date: 2019

Name of Internal Examiner: Signature: Date: 2019

Name of External Examiner: Signature: Date: 2019

Name of Head of Department: Signature: Date: 2019

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ACKNOWLEDGMENTS

There is no powerful word to show my gratitude to the lord of our universe. Here I am in my life
because he is always beside me. His name is blessed abundantly.

My profound gratitude goes to my advisor Dr. Melkamu Tadesse for his critical review, constructive
inputs, timely feedback, and consistent and serious follow-up. His guidance, suggestions, comments,
support, and encouragement enabled the completion of this research work.

I sincerely thank my husband for the technical advice, emotional support, acceptance, love, and
encouragement. My gratitude also goes to my child Bersabeh Sisay for being patient when I spent the
time on thesis work that she deserves to be with me and for being the inspiration of my life. Special
thanks go to my sisters and parent for their prayers and words of encouragement during the research
work.

I would like to extend my heartfelt thanks to my friend Haney Mekonen for her encouragement to join
this program.

Finally, YOM and its respected lecturers deserve to get my special thanks for giving me a chance to
grow professionally in my carrier.

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TABLE OF CONTENTS

CONTENTS

DECLARATION ................................................................................................................................... i

DEDICATION ...................................................................................................................................... ii

APPROVALS ...................................................................................................................................... iii

ACKNOWLEDGMENTS ................................................................................................................... iv

TABLE OF CONTENTS ...................................................................................................................... v

LIST OF TABLES ............................................................................................................................. viii

LIST OF FIGURES ............................................................................................................................. ix

LIST OF APPENDICES ....................................................................................................................... x

LIST OF ACRONYMS/ABBREVIATIONS ...................................................................................... xi

ABSTRACT ........................................................................................................................................ xii

1. CHAPTER ONE: - INTRODUCTION ............................................................................................ 1

BACKGROUND OF STUDY ................................................................................................... 1

PROBLEM STATEMENT ........................................................................................................ 3
OBJECTIVE OF THE STUDY ................................................................................................. 4
1.3.1. GENERAL OBJECTIVE.................................................................................................... 4
1.3.2. SPECIFIC OBJECTIVES ................................................................................................... 4
RESEARCH QUESTIONS ....................................................................................................... 5
SCOPE OF STUDY................................................................................................................... 5
SIGNIFICANCE OF STUDY ................................................................................................... 5
LIMITATIONS OF THE STUDY............................................................................................. 6
ORGANIZATION OF PAPER.................................................................................................. 6
2. CHAPTER TWO: - LITERATURE REVIEW................................................................................. 7

THEORETICAL LITERATURE REVIEW .............................................................................. 7

2.1.1. DEFINING PROJECT AND PROJECT MANAGEMENT .............................................. 7
2.1.2. TECHNOLOGY IN PROJECT MANAGEMENT ............................................................ 8

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 2.1.3. PROJECT MANAGEMENT SOFTWARE ....................................................................... 9
2.1.4. PMS QUALITY, USES, QUALITY OF INFORMATION GENERATED & USER
INFUELENCE ............................................................................................................................ 10
2.1.5. BENEFIT OF PROJECT MANAGEMENT SOFTWARE .............................................. 12
2.1.6. DRAWBACK OF PROJECT MANAGEMENT SOFTWARE ....................................... 14
2.1.7. CATEGORIES OF PROJECT MANAGEMENT SOFTWARE ..................................... 15
2.1.8. DIMENSION OF PROJECT SUCCESS .......................................................................... 17
EMPIRICAL LITERATURE REVIEW .................................................................................. 18
2.2.1. EMPIRICAL LITERATURE REVIEW IN THE WORLD ............................................. 18
2.2.2. EMPIRICAL LITERATURE REVIEW IN THE AFRICA ............................................. 19
RESEARCH GAPS ................................................................................................................. 20
CONCEPTUAL FRAMEWORK ............................................................................................ 21
3. CHAPTER THREE: - RESEARCH METHOD ............................................................................. 23

RESEARCH DESIGN ............................................................................................................. 23

SAMPLE DESIGN .................................................................................................................. 23
SOURCE OF DATA................................................................................................................ 24
DATA ANALYSIS TECHNIQUES........................................................................................ 24
3.4.1. DESCRIPTIVE ANALYSIS ............................................................................................ 24
3.4.2. ECONOMETRICS ANALYSIS ....................................................................................... 24
DATA PRESENTATION ........................................................................................................ 27
ETHICAL CONSIDERATION ............................................................................................... 28
OPERATIONAL DEFINITION OF VARIABLES ................................................................ 28
4. CHAPTER FOUR: - RESULT AND DISCUSSION ..................................................................... 30

RESPONSE RATE .................................................................................................................. 30

DISTRIBUTION OF PROJECT.............................................................................................. 30
4.2.1. DISTRIBUTION BY TIME DIMENSION ...................................................................... 30
4.2.2. DISTRIBUTION BY COST DIMENSION ..................................................................... 32
4.2.3. DISTRIBUTION AGAINST KEY INDICATORS.......................................................... 33
SUCCESS STATUS OF IBS PROJECTS ............................................................................... 34
4.3.1. SUCCESS STATUS BY TIME DIMENSION ................................................................ 34
4.3.2. SUCCESS STATUS BY COST DIMENSION ................................................................ 34
4.3.3. SUCCESS STATUS AGAINST KEY INDICATOR (ACHIEVED QUALITY) ........... 35

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 4.3.4. OVERALL SUCCESS STATUS OF PROJECTS ........................................................... 35
DATA SCREENING ............................................................................................................... 36
RELIABILITY ANALYSIS .................................................................................................... 36
RESULTS IN DESCRIPTIVE ANALYSIS ............................................................................ 37
4.6.1. THE INFLUENCE OF QUALITY OF PMS ON PROJECT SUCCESS ........................ 37
4.6.2. THE INFLUENCE OF QUALITY OF INFORMATION GENERATED BY PMS ON
PROJECT SUCCESS ................................................................................................................. 38
4.6.3. THE INFLUENCE OF PMS USE ON PROJECT SUCCESS ......................................... 38
4.6.4. THE INFLUENCE OF USER OF PMS ON PROJECT SUCCESS ................................ 39
4.6.5. PROJECT SUCCESS MEASUREMENTS...................................................................... 40
4.6.6. ROLE OF PMS ON PROJECT SUCCESS ...................................................................... 40
4.6.7. RELATION BETWEEN INDEPENDENT VARIABLES AND PROJECT SUCCESS 41
RESULTS IN ECONOMETRIC ANALYSIS ........................................................................ 42
4.7.1. ORDERED LOGISTIC REGRESSION RESULT ........................................................... 42
4.7.2. DIAGNOSTIC TESTS ..................................................................................................... 44
4.7.3. MARGINAL EFFECTS FOR IBS PROJECTS ............................................................... 45
DISCUSSION OF RESULTS ................................................................................................. 47
4.8.1. THE INFLUENCE OF QUALITY OF PMS ON PROJECT SUCCESS ........................ 47
4.8.2. THE INFLUENCE OF QUALITY OF INFORMATION GENERATED BY PMS ON
PROJECT SUCCESS ................................................................................................................. 48
4.8.3. THE INFLUENCE OF PMS USE ON PROJECT SUCCESS ......................................... 48
4.8.4. THE INFLUENCE OF USER OF PMS ON PROJECT SUCCESS ................................ 49
5. CHAPTER FIVE: - CONCLUSIONS AND RECOMMENDATIONS ......................................... 50

CONCLUSIONS...................................................................................................................... 50
RECOMMENDATION ........................................................................................................... 51
LIST OF REFERENCES .................................................................................................................... 53

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LIST OF TABLES

Table 3.1: Operational Definition of variables ………………………………..……….……………. 29

Table 4.1: Descriptive statistics of Actual duration ………………………………………………….30
Table 4.2: Completion Status of Projects by Time …………………………………………………...34
Table 4.3: Completion Status of Projects by quality ……………………...………………………….35
Table 4.4: Overall projects’ success status….…………………………………….………………….36
Table 4.5: Descriptive statistics of the quality of generated information by PMS indicators ……..….38
Table 4.6: Descriptive statistics of PMS use indicators ……...……………….……….………...……39
Table 4.7: Descriptive statistics of the user of PMS indicators …………………….…….…………...39
Table 4.8: Descriptive statistics of Project success measures ……………………….………………40
Table 4.9: Descriptive statistics of the role of PMS on project success …………………………...….41
Table 4.10: Correlation of dependent and independent variables …………………………………….42
Table 4.11: Results of Ordered Logistic Regression …………………………….…………………...43

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LIST OF FIGURES

Figure 2.1: The Conceptual Framework……………………………………………………………...22

Figure 4.1: Actual duration of IBS projects……………………………….…………………………31
Figure 4.2: Schedule variation of IBS projects ……………………………….…………….………...31
Figure 4.3: Actual cost of IBS projects ……………………………….……………………..……….32
Figure 4.4: Cost variation of IBS projects …………………………………...………….……………33
Figure 4.5: Achieved quality of IBS projects against key indicators …………………………………33

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LIST OF APPENDICES
APPENDIX 1 ፡ Survey questionnaire
APPENDIX 2 ፡ Work plan
APPENDIX 2.1 ፡ Time plan
APPENDIX 2.2 ፡ Budget plan
APPENDIX 3: Datasheets
APPENDIX 3.1: cross-tabulation of dependent and independent variables
APPENDIX 3.2. Data screening
APPENDIX 3. 3. Cronbach’s alpha analysis
APPENDIX 3.4. The result from ordered logistic regression
APPENDIX 3.5. Result of link test
APPENDIX 3.6. Result of the parallel regression assumption test
APPENDIX 3.7. Result of measure of fit
APPENDIX 3.8. Marginal effect
APPENDIX 3.9. Predicted probability
APPENDIX 3.10. Wald test

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LIST OF ACRONYMS/ABBREVIATIONS
AME: Average Marginal Effect
ERPS: Enterprise Resource Planning System
ET: Ethio Telecom
IBS: Indoor Base Station
ICT: Information Communication Technology
IP: Internet Protocol
MEM: Marginal Effect at Mean
PMI: Project Management Institute
PMIS: Project Management Information System
PMS: Project Management Software
PMSU: Project Management Software Use
PS: Project Success
QIG: Quality of Information Generated by Project Management Software
QPMS: Quality of Project Management Software
RAN: Radio Access Network
TEP: Telecom Expansion Project
UPMS: User of Project Management Software

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ABSTRACT

Nowadays it is almost unimaginable to meet project constraints without the application of most recent
technologies in the project work. Information and communication technology offers adequate tools to
support project work, where project management software is one of those tools. The researcher seeks
to investigate the role of project management software on the success of radio access network projects
in Addis Ababa: the case of Ethio telecom. The influence of quality of software, quality of information
output, software use and user of the software on project success were tested. All indoor base station
projects, planned and managed by project management software, were taken as a sample size for this
study. Data collected by questionnaires were analyzed by person correlation and then using ordered
logistic regression model in depth. The result of descriptive analysis showed all four explanatory
variables have a significant positive effect on the success of indoor base station projects of Ethio
Telecom in Addis Ababa. The result obtained from regression analysis exhibited that the quality of
software, the quality of information generated by software, and the user of software were the
significant determinant of the success of indoor base station projects. However, software use was
statistically insignificant. Accordingly, the application of project management software helped in the
achievement of success of indoor base station projects while respecting the time, budget and quality
constraints of the project. The study recommends that Ethio Telecom should expand the use of project
management software in planning and managing the upcoming indoor base station projects in radio
access network section. It is also recommended that future studies to widen the area of research on
what is been done in radio access network section to the company level and in other sectors in the
country.

Key Words: - Ethio telecom, Information and communication technology, Ordered logistic
regression, Project management software, Project success

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1. CHAPTER ONE: - INTRODUCTION

This chapter presents the introductory background information, the research problem, the research
questions, and objectives. Scope, significance, and limitations of the study also discuss. And lastly,
the organization of the paper is presented here in this chapter.

BACKGROUND OF STUDY

The Great Wall of China, the Pyramids, Petra, Acropolis of Athens, the Axum Obelisk, the Lalibela
Rock-Hewn Church of Ethiopia and other related historical heritages were complex projects
accomplished by an ancient human being. The whole process of ancient time project was more art than
science because they were conducted in the resourceful and less competitive world. In the 21st century,
projects are conducted in advanced technology, limited resource, and strongly competitive world.
These days, managing a project in an effective and efficient way is the first choice to persist in the
business sector as a company and in the globalized world as a country. For that reason, project
managers have to plan and manage a project in scientific skills, knowledge, tools, and techniques
rather than art.

Here and now, complex projects are performed by both the business and development sectors. The
complex project involves many people from different background, uses multiple types of equipment,
requires many materials, and performs a complex set of tasks. In addition to that, the project is
identified, planned and executed in a rapidly changing and challenging environment. There is also
constantly rising pressure to complete the project more quickly and effectively. On the other hand,
projects have time, resource and quality constraints that they need to be achieved under these
constraints. The above-mentioned reasons lead to adopting modern technologies that support the
project manager and project team to handle project work in better ways ever. Technology has the main
role in assisting project managers for effective and efficient management of the project (Nidiffer and
Dolan, 2005).

There are different technologies that serve as a tool for the project managers and a project management
software is one of them. This tool is the result of technologies, which allows more efficient
management of projects (Romeo and Camelia, 2011). It provides support to project managers and team
to complete the project successfully.

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There are different types of software tools available in the market. Although numerous tools are
available, the Selection of the right software for project management depends on the price of the tool,
functionality of the tool, easy to use of the tool, complexity of project and others criteria. Romeo &
Camelia (2011) classified project management software as:-

Open-source project management software: - it is a software tool available on internet without any
payment and appropriate for simple and small projects.

General project management software: - this types of software are relatively cheap and more advanced
than open-source software.

Client-server project management software: - it is a type of software tool which installs in server
computer and then accessed by clients found in the same network.

Web-based project management software: - this types of software are more sophisticated and available
on the internet which accessed using their address and appropriate for complex and large projects.
They are expensive too.

Ethio telecom is very large monopoly company who is responsible to provide all telecom services
throughout the country and connect the country to the worldwide telecom network. The company has
a project rollout department which is in charge of the deployment of new telecommunication
technologies and updates on the existing one. There are six sections in the project rollout department
and classified based on the technology they perform; they are radio access network, wireless core,
transmission, internet protocol (IP), fixed network, and power and environment. They ensure planning
and managing of their respective projects in the different geographical location of the county.

Program in Ethio telecom is classified into multiple subprograms based on the technology type and
each subprogram has multiple linked projects that deploy in a different location in the country.
Management of plenty of projects all together within the estimated budget, the planned schedule, and
the expected quality are a difficult job that needs highly qualified personnel and more advanced tools
and techniques.

Ethio telecom made a huge investment in project management software (PMS) which is expected to
be a crucial tool to plan and manage a project successfully. It is a web-based project management
software called oracle project management, which is integrated with the Enterprise resource planning
(ERP) system.

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 PROBLEM STATEMENT

The present-day project environment is changing drastically. Project complexity is increased,

resources are limited, different groups of people are involved and complex tasks are performed, which
makes project management is very difficult to work. The application of the modern and suitable project
management software is essential to make the job of the project manager and team easier. Even if
powerful project management software is expensive and requires skilled personnel, managing a project
with help of appropriate tool has a desirable effect on the successful completion of the project. Ethio
telecom owned a project management software that is expected to assists the project manager and team
in project tasks. The company envisioned this tool is helpful for effectively and efficiently manage its
projects by completing within budget, schedule and expected quality.

Although Ethio telecom owned an expensive and powerful software tool, most projects are still
planned and managed without the application of this tool. According to the project rollout department
annual report, 12.4 percent of radio access projects were planned and managed by the application of
project management software (Ethio telecom, 2017/18). Having the tool by itself does not bring the
result the company planned to make happen but the proper application of the tool will add value to the
success of the project. Telecom expansion project (TEP) completion report stated that radio access
network projects in Addis Ababa area were completed within the estimated budget, with 80 percent
achievement of expected quality and 20 percent delayed on the schedule (Ethio telecom, 2014).
However, it was planned and managed without the use of project management software.

In the absence of project management software, Project management has been done by simple features
of Microsoft office with the printed out paper document which has cost in terms of quality, finance,
time and also waste energy and cleverness of human resources’ on tedious paperwork. And also,
project management has bulk and tiresome paperwork and verbal commands that make the project
management undetermined. The time delay is happening because of the preparation of paper
documents and waiting for signing/approval on it. It is difficult to monitor and control each project
activities properly. Reporting is also another time-consuming task of the project manager, which
makes him busy with arranging what the team did rather than give emphasis on the next task of the
project. The whole project management process is performed by separate paper documents and verbal
assignments which makes the project documentation process very difficult.

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A project can be effectively and efficiently plan and manage by the project team through the
appropriate use of project management software that in turn increase project success. According to
Raymond & Bergeron (2008) “by the application of project management software, the project manager
and team can increase the capacity to plan, control, monitor, audit, and report and as well provide
tangible benefits to the quality of their work”. Raymond & Bergeron is given emphasis on the
influence of the project management information system in project success as a whole, but the current
researcher is specifically studying the role of project management software in the project success.

Pellerin, et al. (2013) conducted a study on project management software utilization and project
performance in the construction sector. They find out that project management software has a
significant influence on project performance. The above researchers conducted research on the effect
of project management software on project performance. However, the current researcher is examining
its role from a project success perspective.

Cracencia (2017) studied on information and communication and based on the result obtained the
researcher suggest that project management software affect project success. The above study focused
on ICT, whereas the current researcher is studying the role of project management software in the
telecom sector.

The researcher tried to find scientific research that shows the role of project management software in
project success in Ethio telecom and other sectors or any closely related study in the case of Ethiopia.
To the level of researcher effort, no published study was in the specified area. For that reason, this
thesis work serves as a bridge in the information gap.

OBJECTIVE OF THE STUDY

1.3.1. GENERAL OBJECTIVE

The general objective of this study was to investigate the role of project management software in the
success of radio access network projects of Ethio telecom in Addis Ababa.

1.3.2. SPECIFIC OBJECTIVES

The study sought to meet the following objectives.

• To analyze the influence of quality of project management software on project success.
• To examine the influence of quality of information generated by the project management
software on project success

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 • To examine the influence of project management software use on Project Success.
• To find out the influence of user of project management software on project success.

RESEARCH QUESTIONS

Based on the identified research problem, the research questions were formulated as follows and the
study tried to provide answers for the following major questions:
• What is the influence of quality of project management software on project success?
• How does the quality of information generate by the project management software influence
project success?
• How does project management software use influence project success?
• What is the influence of user of project management software on project success?

SCOPE OF STUDY

Ethio telecom deployed different types of several technology projects across the country. To conduct
a study on all of those projects implemented by the company across the country requires a greater
resource in terms of time, finance and effort that is beyond the capacity of the researcher.
Consequently, the scope of the study was limited to the selected area and technology. Thus, the study
was conducted in radio access network technology in the Addis Ababa area. The study also focused
on projects execute since project management software was ready to use. Even though there are
different factors that influence project success, this study was concerned with the influences of project
management software.

SIGNIFICANCE OF STUDY

The main objective of this study was to investigate the role of project management software in the
success of the radio access network section in Ethio telecom. The understanding of the role of project
management software is helping the company to improve its project management practices and give
more attention to enhance the application of project management software on upcoming projects.
Accordingly, the output of the study expected to help the radio access network section and company.

Moreover, the findings and lessons learned by this company serve as reference material or source of
information to other sectors who have the interest to install and practices project management
software. The researcher also aims to contribute to academic knowledge and serve as a base for further
research work in a related area.

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 LIMITATIONS OF THE STUDY

Most research works face some sort of limitations. This study had also encountered some limitations.
The researcher was interested to study the whole organization six project rollout departments in order
to get more accurate and acceptable result. However, time was bounded so that to select one section
(technology) and related projects have been a requirement for the study. The researcher solves this
problem by selecting radio access network projects and by dedicating full time on the study. While
collecting the data the student researcher faced problems related to the respondents' awareness
regarding the importance of properly filling the questionnaire. Few of the respondents were not willing
to fill the questionnaire. However, considerable care has been taken in the collection and analysis of
all the evidential matter in order to minimize the influence of these shortcomings.

ORGANIZATION OF PAPER

This paper is organized in five chapters:-

Chapter two covers a discussion of the literature on the topic. It contains a theoretical and empirical
review of literature on the study area. It also presents the conceptual framework developed for the
current study.

Chapter three discusses the research design, sample design, source of data, data analysis techniques,
post-estimation tests, and data presentation tools.

Chapter four brings out the findings of the research. Data is analyzed, interpreted and discussed in
details.

Finally, chapter five presents conclusions and recommendations drawn from key findings, discussions,
and conclusions.

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2. CHAPTER TWO: - LITERATURE REVIEW

This section presents the background evidence on a project, project management, and project
management software and project success along with intended to works as the foundation for the
current study. It is composed of a review of relevant theories and empirical evidence. Finally, this
chapter also presents a conceptual framework developed for this study.

THEORETICAL LITERATURE REVIEW

2.1.1. DEFINING PROJECT AND PROJECT MANAGEMENT

For the purpose of the study, it is good to understand the fundamental concepts that lie behind the
discipline to be research. So, what is project and project management?

Defining what really a project is slightly difficult. However, it has several definitions from different
scholars and institutes. According to Maylor (2010), “a project is a task that has a beginning and an
end”. This definition is not brief because it does not show all the common features of the project.
Project management institute gives other popular definition, “A project is a temporary endeavor
undertaken to create a unique product, service, or result.” (PMBOK, 2017). In the guide to the project
management body of knowledge stated that a project has a start and an end that it is temporary in
features of group constellation and after completion of the funding ceases. The task of the project
focus to deliver a particular result, even if the project does not have to start with a clear idea of what
and how will be achieved (Maylor, 2010).

A related definition of a project given by Larson and Gray (2011) in addition to the uniqueness and
temporary, it is also characterized by strict performance requirements. Larson and Gray state that “a
project is often evaluated based on the degree of achievement, cost and time consumed”. The project
is always facing trade-offs between time, cost and performance in order to satisfy the client. Larson
and Gray (2011) also add the cross-department group constellation as an important part of the
uniqueness of a project. The project is also executed with a high level of uncertainty and complexity
due to its unique nature and the fact that it deviates from an organization's existing procedures and
routines. The nature of the project is different from the operational task so that the project needs a
special tool called project management.

On the word of LaBrosse (2008), “project management is the discipline responsible for the
organization and management of resources, which aims project being completed within a pre-defined

7
time and budget”. Williams (2008) also defines project management as “everything you need to make
a project happen on time and within budget to deliver the needed scope and quality”. This definition
is broad and shows Project Management as a process to catch the estimated result with current
resources and efficient involvement of the client. Wysocki (2011) describe as project management is
not a “one size fits all” approach but it is a “common-sense approach”, which means it must be able
to adapt to the changing conditions of the project.

PMI (2017) defines project management as “the application of knowledge, skills, tools, and techniques
to project activities to meet the project requirements”. PMI also states that Project management is
accomplished through the application and integration of the project management processes of
initiating, planning, executing, monitoring and controlling, and closing. PMI definition of project
management provides a good understanding of the overall project management process. It can serve
as a base for other institutes and business to give a related definition for their business accordingly.

Business is becoming more and more project focused and companies spend billions of dollars on
projects. “In spite of advances in the project management discipline and profession, the common
experience suggests that many projects fail (Williams, 2005)”. Williams recommends that for projects
that are complex, uncertain, time-limited, conventional methods might be inappropriate, and the use
of newer methodologies and techniques in which the project develops might be more appropriate. In
light of his findings, the importance of enhancement in the field of project management is been seen
as crucial from the project management success point of view as well as from the overall project
success.

2.1.2. TECHNOLOGY IN PROJECT MANAGEMENT

In the 21st century, everything is changing and it is changing on a daily basis. Technology is in
continuous enhancement, there are always a new invention and upgrades to the older one. Technology
has developed in every area and has rendered people unable to live without it. In fact, “more change
has come in the last 100 years than in the 1000 years of Rome or the hundred thousand years of the
Old Stone Age” (Menon, 2011). Since the beginning of the modern project management time, there
has been a widespread acceptance of the need for developing project management. “There has been a
development of ideas beyond traditional tools and techniques commonly used in project management,
which has to lead up to what is been called the third-generation of project management” (Maylor,
2010). This stage is greatly influenced by the changes that have occurred in modern technology over

8
the last decades. Maylor (2010) stated that communication technology has led to the development of
virtual team start running projects these days. There has also been a significant advancement in project
management tools and these changes have the potential to the drastically change practices in projects.
As Maylor indicated, technology is being improved and is changing the trend of project management
from time to time in an uncontrolled way. The project is developed in a technologically advanced
environment so that it is difficult to succeed without the use of technological tools.

According to Andy (2017) in the context of project management, there is ever-increasing pressure to
deliver the project quickly and more efficiently that leading to the adoption of new technologies. This
will likely drive significant change to the structure and nature of project management, project teams
and even projects themselves. Andy (2017) said, “The changes we have seen to project management
over the last decades may seem minimal and incremental compared with the momentous and
revolutionary changes we may see in the future.” He also anticipated that Workforce changes and
intelligent automation technology will likely continue to revolutionize organizations, leading to
approaches and structures we cannot imagine today. These changes are possible to be dramatic and
may come earlier than expected time. Andy (2017) point out that the future of project management is
extremely dependent on technology. Now is the time to prepare project teams and technology in order
to be competent in the future.

2.1.3. PROJECT MANAGEMENT SOFTWARE

For the simplicity of understanding the concept, it is better to define project management software.
“Project management software is a software used for project planning, scheduling, resource allocation,
and change management” (Techopedia, 2019). Techopedia describes that this tool help project
managers, stakeholders, and users for controlling costs and managing a budget, managing quality,
documentation and used as an administration system. Obviously, the project management software
tool has plenty of application. “Project management software is design to make the job of a project
manager easier and more efficient, providing applications to aid in planning, to manage project costs,
and to track activities and monitor schedules” (Michael, et al., 2005). The use of Project management
software allows the more efficient way of planning and managing a project.

The project management practices are improved not only in terms of the way projects organized and
managed but also in terms of computing environments. In earlier times, project management meant
three things: a pencil, paper, and a brain. However, over the last decades, the arising of personal

9
computers bring big transformation to the project environment by the development of project
management software. This software tool has especial aid to change the aspect of project management.

Currently, most projects are planned and managed with the support of project management software.
“Managing a project involves considerable data and information analysis that cannot be simply
handled without the support of PMS. Even for simple projects developed at a single location, making
changes and updating the entire network is something difficult to do without using a project
management software” ( Ferreira & Teresa, 2014). The researcher agrees with the idea of Ferreira &
Teresa that in the present day, it is very difficult to effectively and efficiently manage a project without
the application of the software tool. As most scholars of the project management field agree, the
application of PMS growing at a high rate in all types of project-oriented organizations.

2.1.4. PMS QUALITY, USES, QUALITY OF INFORMATION GENERATED & USER

INFUELENCE

The quality of project management software refers to the quality of software and its performance.
Raymond & Bergeron (2008) stated that the quality of PMS was measured with accessibility, response
time, and flexibility, ease of use, querying ease, learning ease, systems integration, and multi-project
capability. Other scholars also describe project management software quality in terms of ease of
learning, ease of use, multi-project capacity, system integration and vender and consultant support
(Lee et al, 2011). The quality of software has a substantial influence on the acceptance of the software
and it has an effect on the efficiency and effectiveness of the project. That's where the software tool is
easy to use and easy to learn will produce relevant information. The quality of the software tool and
accuracy of the information are considered as a key factor affecting PMS acceptance and also project
success. Powerful project management software has become a prerequisite to manage the projects
more efficiently and effectively, and aid the project managers in their decision-making (Havelka et.al,
2006).

As explained by Techopedia (2019), PMS can be used in various ways, but its primary functions are
project planning, task management, document sharing, collaboration, calendar, and contact sharing
and time tracking. Kayser (2016) was also listed that project planning, project tracking, schedule and
time management, resource allocation, budget management, communication, collaboration, and
documentation are the essential functions of project management software. The function of project
management software is vast and it also depends on the nature and size of the project and company

10
who run the project. Most scholars agree that PMS helps the project manager and project team in
planning, monitoring, controlling, evaluation and reporting. It is very advantageous to utilize a
specialized PMS that provides the project team and manager to get better quality information
(Caldwell, 2004). Caldwell indicated the use of function tools i.e. planning, monitoring, controlling,
evaluation, and reporting tools had led to improving the likelihood of project performance due to the
quality of information generated by the PMS. Project managers who use PMS are more productive in
their work as the software tools enhance their capacity to perform various tasks.

The quality of information that has been used to make a decision among other things in a project can
greatly affect the success of the project. If wrong or inadequate information is generated, it will lead
to wrong decisions being made and consequently negatively affect the success of the project. Project
Management software should provide project team members with useful information that can be used
in decision making by storing, keeping, processing and managing the information resources (Lee et
al. 2011). They stated that important factors that determine the quality of information include
accuracy, relevance, and reliability. Use of PMS is advantageous since it provides relevant and correct
information that may be required in the day to day running of a project.

According to Alma Mary et al (2008), information quality is an important factor to select project
management software for managing project. They stated that the quality of information is directly and
strongly related to PMS used by the project manager. Information quality is not an end by itself
however, it leads to project success. It is only through the actual use of the PMS by the project manager
that the quality of information can influence project success. Cleland agrees that the best information
loses its value if it is not accurate, reliable and relevant to people who use it to make decisions and
direct actions (Cleland, 2004). As such, the quality of information output by the PMS leverages the
project manager’s work as a professional. Several scholars also stated that information quality has the
greatest total effect on the use of PMS.

Project management software user refers to all users who use the software tool to plan and manage a
project. The user applies the tool to their project based on the perception of its value as a tool. “User
satisfaction is the result of the individual taking outcomes that have been received and evaluating them
on a pleasant-unpleasant continuum” (Seddon & Kiew, 1994). The project managers are more willing
to accept PMS and more likely to use the software if it provides them with an appropriate level of
details that fits their work requirements, free of complexity, and simple to understand and

11
communicate with a project team. The user satisfaction, perceived usefulness, and user competency
are items that describe the influence of user of PMS.

2.1.5. BENEFIT OF PROJECT MANAGEMENT SOFTWARE

Our world is getting more dependent on technologies’ product so that it is almost impossible to isolate
the project management environment from the influence of technology. “Project management software
is essential for organizations to enhance management of their projects, reduce their costs, shorten
schedules and be more responsive to customer demands” (Birgul, 2014). The benefits of PMS are
boundless. The researcher discusses the following benefit of project management software which
emphasizes in varies literature.

➢ Easier collaboration: Each project team member is assigned to the small task that is part of a
bigger project the whole team trying to complete. For a smaller team, it is easier to request
status updates and has quick meetings. As the team grows, it is difficult to get the message
across and ensuring everyone is on the same track. Besides, many tasks overlap departmental
and locational boundaries. Thus, it is tough for each team member to be aware and responsive
to what is happening outside their immediate circle. Cicibas, Unal, & Demir, (2010) stated,
“Successful collaboration provides the opportunity to detect potential integration problems in
time”. The PMS is able to solve collaboration problem among the project team and other
project stakeholders.
➢ Better budget management: Budgets are among one of the most important elements of project
management. This is another advantage of a flexible and multipurpose PMS, specifically for
managers who have to keep an eye on the cost of a project and ensure it does not exceed pre-
estimate value. In addition, it informs decisions moving forward. It is better to use PMS in
order to manage the project budget efficiently (Kayser, 2016).
➢ Healthier Communication: PMS helps in informing the project team and other stakeholders
about the status and progress of the project. It provides improved communication across teams
via its automated notifications, integration with other programs, and Web portal access, which
enables users to easily view, update, and analyze project information.
➢ Improved Scheduling: one of the most important uses of PMS is to schedule activities and
tasks (Joy deep, et al., 2015). The tools help to clear and easy to follow Gantt charts of the
project timeline that can constantly be updated.

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➢ Enhanced document Management: it also helps to have an organized and centralized document,
which is accessible to all project team and other stakeholders. One of the extra benefits of
having a centralized document in one place is; it allows the greater control users have over
documents. On the other side, they cannot be lost or misplaced and the system allows users to
track any modifications or submissions. The team members can also find documents easily
without having to search through shared drives or ask for links and can access the last minute
update file. PMS enables managers or necessary project members to customize, distribute,
recover, share, secure, authenticate and manage versions of the documents (Cicibas, et al.,
2010).
➢ Improved risk management: It is impossible to remove all risk from a project, but it can be
minimized and tackle it intelligently with a backup plan. PMS gets way to minimize risks and
also provides an all-dimensional view of the project, detailed project plans, a Gantt chart view
of the sequence of tasks. This makes easy for a project manager to estimate the future events
and possibilities, in turn enabling him to identify, minimize and manage risks. The project is
uncertain by its nature, but PMS helps the project team to take proactive action on the risk of
the project.
➢ Enhanced project reporting: when everyone is using their own method to manage projects,
status reports can be time-consuming and difficult. It is also problematic to update the progress
made and this makes the information presented is out of date. By the use of a PMS, it is possible
to give the entire team a central location to manage the projects. It allows cutting and dicing
the information in different ways for different audiences. When project data is placed in one
central system, everyone knows where to go for updates and can easily drill down into the
project detail when necessary. With diverse report formats and the ability to quickly access
needed data, PMS is able to produce the organized and formatted report.
➢ Better decision making: Project management involves taking every day decision to execute
tasks to deliver the project at the end. If a project manager needs to make the right decision, it
is basic to have the right information and understand the situation. A PMS provides an overall
view of the project in which the project is divided into small manageable portions where the
tasks are itemized, the resource allocation for each task is displayed and the timeline laid out
in detail by emphasizing each milestone. It also provides an accurate view of project status and

13
 then supports to make a more accurate decision since all necessary information exists at one
centralized place.

2.1.6. DRAWBACK OF PROJECT MANAGEMENT SOFTWARE

Project management software has several advantages and some disadvantages. As stated by Hook
(2013) the advantages of project management software outweigh the disadvantages. There are clearly
many good reasons to utilize project management software but there are also disadvantages to consider
(Project community, 2013). The following disadvantages are identified by different scholars in
literature.

o Costly investment: Some software can be very costly with very little return over
investment. While project management software can provide great solutions, many times those
solutions need to be custom designed or solved by purchasing multiple software programs. These
can be costly options and can be difficult to implement.
o The complication of simple projects: Project management software may complicate simple
projects. While using project management software is a popular option for many organizations,
simpler projects may not need project management software. When project management software
is used inappropriately it can unnecessarily complicate the project work.
o Learning curve: Some project management software is very difficult to learn. In fact, some project
management software is so complex that they may take years of certification programs to master.
o Access control: The latest versions of online project management solutions enable access for
multiple users. This makes sharing of data much easier. However, while multi-user access has its
collaborative benefits, you will need to avoid unauthorized viewing of sensitive project data and
monitor access control. Forget to change the settings in access control, and lead to having many
eyes viewing private company information.
o Inflexibility: Business projects are highly fluid by nature that they require constant modifications
and updating. Don't allow the project manager and team members to become so attached to the
software and unwilling to make adjustments when needed.

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The bottom line is, if the user makes the effort to use the PMS to its potential, the investment will be
well worth it.

2.1.7. CATEGORIES OF PROJECT MANAGEMENT SOFTWARE

Numerous types of PMS available with a wide range of fees. Some of the PMS are free and others are
very expensive. There are several considerations for selecting a PMS besides its price.

According to Romeo & Camelia (2011), it has four categories, which are:

a. Free/Open Source: Free/open-source PMS is considered as a special category that is

appropriate for small businesses. Small businesses actually do not need to buy massive PMS
since they only need the basic purpose of a tool in order to manage their simple and small size
project.
b. Client-server: A PMS placed on the server and that allows multiple users to access the same
database placed on the server within the network. They are more target to desktop software
and offers rich features
c. Online/web-based: Sophisticated online /web-based enterprise-wide PMS allows project
members to report task progress, and report the details of their progress online. It allows the
project manager to readily understand the status of the various participants and to focus on the
issues that are most important. There are web-based solutions that can be operated from
anywhere in the world, whether on an intranet or internet. This means that everyone from top
management to the frontline workforce is open to access project-related information anytime.
d. General project management: Some tools such as Microsoft Project and Visio are examples of
applications well-rated among PMS. They can do everything fairly well, but nothing
tremendously that PMS is a mere tool in the hands of the project manager.
Joy deep, et al. (2015), also classifies PMS into four categories. They are a desktop application, web-
based application, personal application, and collaborate application. Let see each of them one by one.

a. Desktop application: It is installed as a program that runs on the desktop of each user, which
typically gives the most responsive and graphically intense style of interface. Desktop
applications store their data in a file (preferably text file), although some have the ability to
collaborate with other users or to store their data in a central database. A file-based project plan

15
 can be shared between users if it is on a networked shared drive and only one-user accesses it
at a time.
b. Web-based application: PMS can be implemented as a Web application access through the
internet. It can be accessed from any type of computer without installing software on the user's
computer because original software is installed on the application server. It works in client-
server mode and Project information is available when the user is online.
c. Personal application: A personal PMS application is one used at home, typically to manage
lifestyle or small home projects. There is considerable overlap with the desktop application
and personal PMS because both involve simpler interfaces than the web-based interface.
d. Collaborative application: A collaborative PMS is designed to support multiple users
modifying different sections of the project at the same time. Web-based tools generally fall
into this category. However, they have the limitation that only use when the user has live
internet access. To address this limitation, some software tools using client-server architecture
provides a thick client that runs on users' desktop and replicate project and task information to
other project team members through a central server when users connect periodically to the
network

Selection of appropriate software mainly depends on the complexity of the project run by the company
and other conditions. Russell and John (2018) stated that the choice of PMS is a function of the
complexity of the project. According to them, there are three groups of PMS, the first one is simple
word processing software like Microsoft office (excel, word …), which is appropriate for simple
projects (low level of complexity). Simple projects are manageable by general-purpose software
available in most offices. The second one is open source software that is special-purpose software
like Microsoft Project and graphics software for managing a moderately complex project. The third
one is more sophisticated PMS like P6 from Primavera which is appropriate for very complex projects.
As Russell and John stated simple project is a project that involves few human, material resources,
activities, and located in a single geographical location. The moderately complex project is the one
that involves more resources, tasks with a moderately complex relationship and engaged people who
are in geographically separated place. The complex project involves many people, very complex
interdependent tasks and requires a very sophisticated report.

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2.1.8. DIMENSION OF PROJECT SUCCESS

The most treasured word of every project practitioner is “success”. Project success has a different
meaning for different scholars and practitioner. As Mladen and Mariela (2014) point out “there are
two key success concepts when talking about the project: project success and project management
success”. According to Mladen and Mariela, project success and project management success have
similarities and differences. The main difference is project success link with the result of the evaluation
of overall project goal achievement, while project management success link with time, cost and quality
(iron triangle) measure.

As the name indicates project management success give emphasis on project management process and
especially on the successful accomplishment of the project with respect to time, cost, and quality
whereas project success is an overall accomplishment and it has no agreeable standard measure among
different stakeholders. Besides, project management success is measured by tangible technical criteria
but project success is difficult to measure that have subjective criteria’s and require stakeholders
perceived satisfaction. In general view, project management success is about meeting short-term
objectives but project success is about long-term objectives. Due to the existence of many different
models of both project and project management success, it is hard to make a strong differentiation
between them.

Another scholar classifies success as product success and project success. Al-Shaaby and Ahmed
(2018) classified project success as product success and project management success. They stated that
Project management success is about meeting quality, cost and time whereas Product success is about
meeting strategic organizational objectives, the user needs satisfaction and meets the stakeholder's
expectation that is related to the product. Product success is about the result or deliverable of the
project whereas project management success is about the success of the management processes.

According to PMBOK (2017) “traditionally, time, cost, scope, and quality have been the most
important factors in defining the success of a project. More recently, practitioners and scholars have
determined that project success should also be measured with consideration toward the achievement
of the project objectives”. Project success is ambiguous that it has a different meaning and criteria for
different stakeholders and sectors.

A project is said to be successful if it is completed on schedule, within the budget and in conformance
with predetermined performance specifications (Ioana et.al, 2015). This infers that project success is

17
pegged on whether or not these parameters are met. Based on the above point project success requires
both effectiveness and efficiency. Therefore, this research equates project success as a function of
effectiveness and efficiency, where: Effectiveness: Refers to the degree to which objectives of the
project are achieved. More specifically, it refers to the extent to which the project management to
achieve quality in terms of key indicators set from the outset. Efficiency: Refers to the completion of
the project within schedule and approved budget. Schedule Performance Index (SPI) and Cost
Performance Index (CPI) are measures of schedule and cost performance of a project (PMI, 2017).

EMPIRICAL LITERATURE REVIEW

The theoretical review discusses project management software, its classification, and benefits for
successful management of project and project success in depth. Few empirical studies have been
conducted on the current subject and out of them, more related ones are reviewed as follow.

2.2.1. EMPIRICAL LITERATURE REVIEW IN THE WORLD

An empirical study conducted by Kristina and Igor (2007) find out that small IT companies in Croatia,
have a small team member and execute smaller projects, do not necessarily require to use most
sophisticated PMS. The result showed small companies do not require implementing a specialized
PMS. For small companies, the difference between the average degree of project success with or
without specialized PMS is insignificant. The results show that for a large company who have
relatively larger projects, a specialized PMS helps them to be more successful than projects managed
without the tool. The study also shows that using specialized software tools in comparison with non-
specialized software tools have a more significant effect on project success of large companies.
Kristina and Igor's research proves the importance of using PMS for the successful completion of the
project. They conclude that projects were more successful after implementing a specialized software
tool. Their finding confirms usefulness and prominent role of PMS in project success.

Raymond & Bergeron (2008) showed that a project management information system makes a
significant contribution to project success in the case of Canada. Analysis of questionnaire data
obtained from 39 project managers confirms the significant contribution of the PMIS to project
success. Analysis of data was done by Likert scale where they established the significant contribution
of the PMIS to successful project management. By the use of PMIS, improvements in effectiveness
and efficiency in managerial tasks observed in terms of better project planning, scheduling,
monitoring, and controlling. Enhancements also observed in terms of timelier decision-making. They

18
found that the quality of information output has a positive impact on the project manager since the
project manager will feel more professional at work if he or she has access to project information of
high quality and uses the system more intensively and more extensively. The benefit of PMIS is in
both individual performance and overall project performance. The study found that the PMIS has
direct impacts on project success since they had a role in improving budget control, meeting project
deadlines and fulfilling technical specifications. The researchers conclude that the project management
information system makes a major impact to project success.

Karim (2011) used a multiple regression analysis to examine PMIS factors. It was an empirical study
of PMIS Influence on project management decision making in the United Kingdom. He found out
PMIS plays a significant role to project success events in each phase of the project life cycle. Thus, to
manage decision making effectively; project managers should consider using the PMIS that
corresponding the characteristics of phases and with qualified and highly professional decision-makers
in each phase of the project life cycle.

Pellerin, et al. (2013) researched on project management software utilization and project performance
in Canada. Their finding proved that practices of PMS with other integrated software, such as ERP
system (finance and logistic modules) provides the most important benefits for the organization. In
the case of a higher-quality PMS, the information output is more accurate, reliable and relevant.
Conversely, a PMS that produces information of poor quality would be a system that is more difficult
to use, less flexible, and less integrated to other organizational information systems used by the project
manager and other managers or employees. This means that project information quality requires
sophisticated, well-serviced PMS. The results showed the less-performing projects present
significantly lower project management software system utilization levels than the other projects. The
study found out that the performance of the projects linked to the use of PMS. The researchers
concluded that by increasing the use of PMS, the performance of the project can be optimized.

2.2.2. EMPIRICAL LITERATURE REVIEW IN THE AFRICA

The Study conducted by Ngari (2017) showed that the use of PMIS is advantageous to the youth
polytechnics development project in Kenya. He found out that organizations should adopt a PMIS for
managing projects successfully. It guarantees better management of project since it generates relevant
information needed for the management of the project. Improvements in effectiveness and efficiency
in managerial responsibilities observed in terms of better project planning, scheduling, monitoring,

19
controlling and reporting. Reduction of time to complete the task, improvements in productivity and
better planning of activities also observed in terms of timelier decision-making and proper budgeting.
Advantages obtained from PMIS users are not limited to individual performance but also include
project performance. The researchers conclude that PMIS makes a significant contribution to project
performance and should go on to be the objective of project management research.

The research conducted by Crecencia (2017) on ICT sector find out that the application of project
management tools has a large impact on the successful achievement of ICT projects in South Africa.
The results exhibited that project management tools affect project success, which in turn affects project
delivery and the general health of an organization (size and growth, revenue, sustainability, and
competitiveness). The findings also showed how the size of the firm influenced the use of project
management tools. The Smaller teams are easier to collaborate and plan. It is good for project
companies to introduce project management discipline at the start of a company. However, there is a
need to mature and create standards in project management practices which will reduce the costs of
changes in the long run. The researcher concludes that project management software has a significant
level of influence on project success in the ICT sector.

Christopher (2015) studied the impact of PMIS on project success in the case of world vision in
Tanzania. The result showed that the use of PMIS has a direct impact on project success. The
researcher found that the systems have a contribution to improve budget control, meeting project
deadlines and satisfying technical specifications. PMIS assures better management of project because
it produces quality information required for project management. Christopher concluded that PMIS is
a tool that enhances project success.

The current researcher is seeking for relevant literature in the study area in Ethiopian cases. As much
as the researcher effort, it couldn’t be possible to get published study in Ethio telecom or Ethiopian
companies’ perspective.

RESEARCH GAPS

From the empirical literature review, three gaps were identified. Gap number one is almost all studies
conducted on project management information system as a whole whereas the current studies
specifically focused on project management software. Gap number two is most of the literature
reviewed mainly focus and measure factor based on the independent variable which is project
management information system and didn’t go deep on measuring the dependent variable project

20
success whereby the current researcher has measured project success in terms of achieving project
deadline, quality and allocated budget. The gap number three observed by the researcher was that
based on researcher effort no study was found which is conducted on the telecommunication sector in
a specified area. Therefore, the above gaps are the reasons why the researcher has decided to go for
this thesis work.

CONCEPTUAL FRAMEWORK

The Conceptual Framework shows how the independent and dependent variables interrelated one to
another. After reviewing numerous theoretical concepts and empirical findings, the researcher
develops the following conceptual framework for this study.

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Independent variables

Quality of project
management software

▪ Easy of learning
▪ Ease of use Dependent variable
▪ Multiple project
capacity
▪ System integration
▪ Vendor and
Consultant Support

Project success
Quality of information
▪ On time
generate
▪ Within budget
▪ Accuracy ▪ Meet quality
▪ Relevance
▪ Reliability specification

Project management
software use

▪ Planning
▪ Monitoring
▪ Controlling
▪ Evaluation
▪ Reporting

User of project
management software

▪ Tool user satisfaction

▪ Perceived usefulness
Figure 2.1: Conceptual framework
▪ User competency
Source: Own presentation (2019)

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3. CHAPTER THREE: - RESEARCH METHOD

This chapter describes the methodology to be applied to the current study. The type of research design,
sample design, source of data, data analysis techniques, post-estimation tests, and data presentation
are the main subtopics presented in this chapter.

RESEARCH DESIGN

A research design is a framework for collecting and analyzing data. Descriptive research design allows
for in-depth analyzing and understanding of a particular phenomenon as it exists in the present
condition (Cooper and Schindler, 2008). The explanatory research design is explained what is going
on and determine the cause and effect relationship. Based on the purpose of the study, both explanatory
and descriptive research design (Conclusive research design) was adopted for this study. The
researcher was also applied both quantitative and qualitative research design for answering research
questions.

SAMPLE DESIGN

This study was focused on projects of radio access network section in the Addis Ababa area which
deployed since the PMS (oracle project management) was ready to use (2015GC). Thus, the units of
analysis for the research was a project. In radio access network technology, different groups of projects
deploy in order to play its role in a wireless mobile network. Road coverage, carrier expansion, board
expansion, and indoor base station (IBS) projects were installed since the PMS was ready to use.
However, only IBS projects were tried to plan and manage by the application of this tool. As a result,
the researcher was selected IBS projects to study.

The target population was IBS projects planned and managed by PMS which performed later oracle
project management was available to use (2015GC). Only 71 IBS projects were planned and managed
by the software tool. As the target population was small, all projects were included in this study. The
sample size is the same as the entire target population. The respondents who fill a questionnaire for
indicated projects consists of supervisors, specialists and project managers of RAN section who
delegate as a project manager and directly get involved in the management of IBS projects with the
application of PMS.

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 SOURCE OF DATA

The study was utilized in both primary and secondary data source in order to address the research
objectives. The primary source of data is the first information directly collected from the field via
questionnaires. The questionnaires are prepared in a close-ended type of questions. In the advantages
of less time and financial requirement for getting information and data needed, the wide range of
secondary data reviewed and used to grasp knowledge and information that support the current study.
The source of secondary data are project completion reports, baseline, mid-term and end-line
evaluation reports, terminal reports, books, journals, published research, online articles, company’s
website, and related company published and unpublished reports.

DATA ANALYSIS TECHNIQUES

Data is analyzed both in descriptive and econometrics to reach in more acceptable and useful
conclusions and recommendations.

3.4.1. DESCRIPTIVE ANALYSIS

Data collected through questionnaires were analyzed by employing descriptive statistics. A general-
purpose statistical software package (STATA 13) was used to compute frequency, mean, percentages
and other descriptive statistics.

3.4.2. ECONOMETRICS ANALYSIS

3.4.2.1. MODEL SPECIFICATION

Model specification is the process of developing a regression model. Regression methods such as
linear, logistic, and ordinal regression are useful tools to analyze the relationship between multiple
explanatory variables. These methods also permit researchers to estimate the magnitude of the effect
of the explanatory variables on the outcome variable. If the researcher wants to study the effect of
explanatory variables on all levels of the ordered categorical outcome, an ordinal regression method
must be suitable to obtain the valid results (Chen and Hughes, 2004).This study utilized ordinal
regression method of analysis to meet the objectives set since the response variable in the study has
four ordered categories and the value of each category has a meaningful sequential order.

There are several ordinal logistic regression models such as proportional odds model (POM) or
ordered logistic regression, two versions of the partial proportional odds model-without restrictions

24
(PPOM-UR) and with restrictions (PPOM-R), continuous ratio model (CRM), and stereotype model
(SM). Among different ordinary logistic regression, proportional odds model (ordered logistic
regression) is applied for this study. The POM has some appealing features over other ordinary
regression models. Firstly, it is invariant under several categories, as only the signs of the regression
coefficient change. Secondly, it is invariant under collapsibility of the ordered categories, as the
regression coefficients do not change when response categories are collapsed or the category
definitions are changed. Thirdly, it produces the most easily interpretable regression coefficients, as
exp(b ) is homogeneous odds ratio overall cut-off points summarizing the effects of the explanatory
factor X on the response Y in one single frequently used measure. Due to these reasons, the POM is by
far the most used regression model for the ordinal data.

In the current study, quality of project management software, quality of information generated by
project management software, project management software use and user of project management
software are the independent variables. The project success is the dependent variable which has an
ordinary outcome. The relationship between an ordered dependent variable and independent variables
can be computed using ordered logistic model (POM). The proportional odds model assumes that the
cumulative logits can be represented as parallel linear functions of independent variables. That is, for
each cumulative logit the parameters of the models are the same, except for the intercept.
Consequently, according to the proportional odds assumption, the odds ratio is the same for all
categories of the response variable (Agresti, 2002).

The ordered logistic regression model is a preferred model which does not assume normality or
constant variance but requires the assumption of parallel lines across all levels of the outcome
variable(McCullagh and Nelder, 1989). That means the results from the proportional odds model
would only be valid if the parallel lines assumption is met. Thus, the assumption of parallel lines must
be tested. If not , the generalized ordered logistic model is utilized. The ordered logistic model can be
expressed in the following way:

PS*i = Xi.  + u,

PSi = 1, If PS*i < μ1,

PSi = 2, If μ1 < PS*i < μ2,

PSi = 3, If μ2< PS*i < μ3,
25
PSi = 4, If PS*i > μ3

Where PS* is unobserved variable,  is a vector of coefficients, μi are cutoff points, Xi is the vector of

independent variables: - QPMS, QIG, PMS use and user of PMS, PSi is the outcome variable (observed
variable).

Thus, ordered logit model fit by o logit, which is also known as the proportional odds model was
employed. For the study, the Project success status has the following four value in the specified
interval. These classifications are currently used by Ethio telecom (Study Company).

P i=1: If the project was failed (Type – 1)

P i=2: If the project was challenged (Type – 2)

P i=3: If the project was moderately successful (Type – 3)

P i=4: If the project was successful (Type – 4)

ET measure project success using time, budget and quality where time is measured by schedule
performance index (SPI), budget is measured by cost performance index (CPI) and quality is measured
by achieved quality index (AQI). The study company has 4 categories to rate projects based on their
level of accomplishment (overall achievement <50%, 50-75%, 75-90%, and 90-100%).

▪ Failed project Refers to projects that were completed with a very significant extension
period and/or over budget and /or with the project quality achieving less than 50 percent of
the originally specified key indicators and might/might not be operational or not completed
at all. Overall achievement is below 50 percent (category-1).
▪ Challenged projects were completed and operational, but over-budget and/or over the
time estimate, and/or with fewer features. Overall achievement is 50-75 percent (Category-2).
▪ Moderately successful projects were completed but have some problem with time and/or
budget and/or features /functions that were initially specified. Overall achievement is 75-90
percent (Category-3).
▪ Successful projects were completed within time and budget, with all/most of features
/functions that were initially specified. Overall achievement is 90-100 percent (Category-4).

26
As mentioned above the model apply for the current study is an ordered logistic regression model, the
researcher used the maximum likelihood estimation method to estimate the model. Maximum
likelihood estimation is a method that obtains parameters (coefficient of the independent variable and
constant term) estimates by finding a value of the parameter that maximizes the likelihood of function.
In other words, Maximum likelihood estimation will maximize the log-likelihood.

3.4.2.2. POST ESTIMATION TESTS

After getting the estimated model, post-estimation tests are performed to check the validity of the
estimated value that whether or not meeting the model assumptions. If not, the result is invalid. Post-
estimation tests are all about checking the validity of ordered logistic regression assumptions.
Consequently, the link test is performed in order to test the model specification. Likelihood ratio test
(LRT) is performed for testing the significance of the multiple parameters (overall goodness of fit of
the model). Z statistic is used for testing the significance of each parameter (one parameter). O model
test and brant test are also performed to test the parallel regression assumption and fit stat is done to
know the goodness of fit of the model to the data. Finally, marginal effects are performed as post-
estimation tests. Both model estimation and post-estimation tests are performed by a general-purpose
statistical software package (STATA 13).

DATA PRESENTATION

Following data or responses have been entered into the computer, there has to be data presentation or
data summarized or condensed to facilitate analysis and discussion of the result or finding. The tools
selected for data presentation are tables, graph, and frequency tables. Tables were used to summarize
data using a layout of rows and columns. The choice of when to use them for data presentation
depending on the advantages of such a table over the use of text. The graph, on the other hand, has
advantages such as attracting readers, having a visual appeal that bread monotony and ability to give
an overall pattern of results at glance.

27
 ETHICAL CONSIDERATION

Participants were informed about the confidentiality for the safekeeping of data on projects under the
study. Their confidential information and data were only accessed by the researcher and the adviser.
They are also not be required to provide any identifying details such as their name and assured that
their responses are treated in strict confidentiality. Furthermore, the researcher tried to avoid
misleading or deceptive statements to be incorporated into the study.

OPERATIONAL DEFINITION OF VARIABLES

This section presented the operational definition of variables to investigate the role of project
management software in the success of the radio access network (RAN) projects of Ethio telecom in
Addis Ababa. The researcher identifies the following indicators or properties denoted by the main
variables under the study in order to make them measurable.

28
Objective Type of variable Indicators Level of Data
scale collection and
analysis
To investigate radio Dependent ▪ On-time Ratio -Questionnaire
access network projects variable Ordered
▪ Within budget
success the case of Ethio -Project success Logistic
telecom in Addis Ababa ▪ Meet quality Regression
specification
To analyze the influence Independent ▪ Easy of learning 5 Point -Questionnaire
variable ▪ Ease of use Likert Ordered
of the quality of project
-Quality of ▪ Multi-project Scale Logistic
management software on project capacity Regression
management ▪ System
project success
software integration
▪ Vendor and
Consultant
Support
To determine the Independent ▪ Accuracy 5 Point -Questionnaire
variable Likert Ordered
influence of quality of ▪ Relevance
-Quality of Scale Logistic
information generated by information ▪ Reliability Regression
generated
the project management
software on project
success
To examine the influence Independent ▪ Planning 5 Point -Questionnaire
variable ▪ Monitoring Likert Ordered
of project management
-Project ▪ Controlling Scale Logistic
software Use on Project management ▪ Evaluation Regression
software Use ▪ Reporting
Success.
To determine the Independent ▪ Tool user 5 Point -Questionnaire
variable satisfaction Likert Ordered
influence of User of
-The user of ▪ Perceived Scale Logistic
Project management project usefulness Regression
management ▪ User
software on project
software competency
success

Table 3.1: Operational Definition of Variables

29
4. CHAPTER FOUR: - RESULT AND DISCUSSION

In this chapter, the key findings of the study are presented and discussed in detail. Response rate, the
distribution of projects, success status of projects and interpretations are also a subsection of this
chapter.

RESPONSE RATE

The study had a target population of 71 projects and all of them are taken as sample size. The
questionnaires were filled by specialists, supervisors and project managers of the radio access network
section who planned and managed studied projects by the application of PMS. Out of 71 questionnaires
distributed, a total of 67 replies was accepted. Thus, the average response rate was 94.37 percent.

DISTRIBUTION OF PROJECT

In this subsection, the distribution of IBS projects under the study is presented with the time, cost
and quality dimension in detail using statistical tools.

4.2.1. DISTRIBUTION BY TIME DIMENSION

This subsection has presented the distribution of IBS projects under the study by actual time duration
and schedule variation.

4.2.1.1. DISTRIBUTION BY ACTUAL DURATION

The duration of IBS projects which planned and managed by the help of PMS tool was varying one
from another. The range was from 36 days to 88 days. The average duration was 48.43 days. Table
4.1 presents the result.

Variable Projects Min Max Range Mean Median Std. dev.

Actual 67 36 88 52 48.43 47 9.09
duration

Table 4.1: Descriptive statistics of Actual duration

As presented in figure 4.1, the large proportion of IBS projects was deployed in the time range of 30
to 50 days which is 61.19 percent of total IBS projects under the current study. The second range is

30
50 to 70 days that contain 35.82 percent of the total projects and final range is from 70 to 90 days
which contains 2.99 percent of the total IBS projects under this study.

Actual duration of projects (%)

2.99%

35.82%

61.19%

30-50 50-70 70-90

Figure 4.1: Actual duration of IBS projects

4.2.1.2. DISTRIBUTION BY SCHEDULE VARIATION

Figure 4.2 shows the schedule variation between the planned duration and the actual duration by the
frequency distribution. Only 2 projects were delayed by more than a month and 4 projects were
completed on the planned date. The majority of projects, which is 58 in number, were delayed in the
range of 1 to 11 days. And also, 3 projects were completed earlier the planned date. The mean variation
of actual duration from plan duration is 4.7 days behind the schedule.

SCHEDULE VARIATION
(FRE Q UE NCY DIS T RIB UT IO N)
11

9
9

9
5

4
3

2
1

-46 -45 -11 -10 -8 -7 -6 -5 -4 -3 -2 -1 0 1 2

Figure 4.2: Schedule variation of IBS projects

31
4.2.2. DISTRIBUTION BY COST DIMENSION

This subsection is presented the actual cost of the IBS projects and its variation from the planned
one.

4.2.2.1. DISTRIBUTION BY ACTUAL COST

In this study, IBS projects are categorized into three groups based on their actual cost. The cost of the
largest number of projects, which 38 projects under study, lay between 250,000 to 500,000 ETB. And
also 19 projects cost are fall in the range of 500,000 to 750,000 ETB. The last group is those projects
cost above 750,000 and they are 10 projects. The distribution of projects by their actual cost is
presented in Figure 4.3.

Actual cost of IBS projects

40 38
No. of projects

35
30
25 19
20
15 10
10
5
0 No. projects

Cost in ETB

Figure 4.3: Actual cost of IBS projects

4.2.2.2. DISTRIBUTION BY COST VARIATION

The majority of IBS projects cost variation (overrun from its planned value) is found between 0 to
50,000 ETB which is 59.62 percent of the total projects. Only 5.96 percent of total projects is exceeded
by 100,000 ETB from its initially planned amount. Projects its cost variation found between 50,000 to
100,000 ETB was 23.84 percent of the total projects. Also, 10.43 percent of total projects completed
underestimated budget.

32
 Cost variation (%)

5.96%
10.43%

23.84%

59.62%

under 0 0-50,000 50,000-100,000 over 100,000

Figure 4.4: Cost variation of IBS projects

4.2.3. DISTRIBUTION AGAINST KEY INDICATORS

In figure 4.5, the frequency distribution of achieved quality against key indicators is presented in detail.
The most frequent value of the achieved quality was 0.93. Only five projects were completed with the
quality index under 50 percent.

5
No. project

0
0.43 0.47 0.5 0.63 0.66 0.68 0.71 0.73 0.78 0.8 0.83 0.86 0.88 0.9 0.92 0.94 0.96 0.98
Achieved quality

Figure 4.5: Achieved quality of IBS projects against key indicators

33
 SUCCESS STATUS OF IBS PROJECTS

In this subsection, the success status of IBS projects under study is presented in time, cost and quality
dimension.

4.3.1. SUCCESS STATUS BY TIME DIMENSION

Results of the research revealed that 68.66 percent of total projects deployed were completed about
the planned schedule and their status show they are successfully completed by the time dimension.
About 28.35 percent were not completed as scheduled that they showed small variation from planned
duration so that they fall in a category of moderately successful. Only 2.99 percent of projects were
failed based on the planned duration. There is no project fall in the challenging category. The result is
presented in Table 4.2.

Schedule
performance No. of Percent Success status
index(SPI) projects (%) by the time

SPI>=0.90 46 68.66 Successful

Moderately
0.75<=SPI<0.90 19 28.35 successful

0.50<=SPI<0.75 0 0 Challenging

SPI<0.50 2 2.99 Failed

Table 4.2: Completion Status of Projects by Time

4.3.2. SUCCESS STATUS BY COST DIMENSION

Results of the research revealed that 74.63 percent of total projects deployed were completed about
the estimated cost and their status showed they are successfully completed by cost dimension. About
22.39 percent of projects were not completed as a planned cost and showed very small variation from
estimated value, as a result, they found in a moderately successful category. Only 2.99 percent of
projects were failed based on the planned cost. There is no project fall in the challenging category.
The result is presented in Table 4.4.

34
 Cost performance No. of Percent
index(CPI) projects (%) Success status by cost
CPI>=0.90 50 74.63 Successful
0.75<=CPI<0.90 15 22.39 Moderately successful
0.50<=CPI<0.75 0 0 Challenging

CPI<0.50 2 2.99 Failed

Table 4.4: Completion Status of Projects by cost

4.3.3. SUCCESS STATUS AGAINST KEY INDICATOR (ACHIEVED QUALITY)

Results of the research revealed that 41.8 percent of total projects under this study were achieved
quality against key indictors above 0.90 and this indicated they were successfully completed by quality
dimension. About 29.85 percent of projects were moderately successful and it is quality index falls in
between 0.75 to 0.90. And also, 20.88 percent of projects were challenging on meeting quality
specification with a quality index between 0.50 and 0.75. The rest 7.45 percent of projects are found
in the failed category. Projects accomplishment against key indicators is presented in Table 4.3.

Achieved Quality No. of Percent Success status by

index(AQI) projects (%) quality
AQI>=0.90 28 41.8 Successful
0.75<=AQI<0.90 20 29.85 Moderately successful
0.50<=AQI<0.75 14 20.88 Challenging
AQI<0.50 5 7.45 Failed
Table 4.3: Completion Status of Projects by quality

4.3.4. OVERALL SUCCESS STATUS OF PROJECTS

The large proportion of IBS projects planned and managed by the application of PMS were successful,
which is 58.21 percent of the total projects. These projects were completed about the planned time,
about the planned cost and by achieving key indicators 90 percent or more of their targets. About 34
percent of IBS projects were found to be in a composite score interval of 75 to 90 percent. These
projects belong to a moderately successful category, which was completed and operational but with
some delay and/or over budget while meeting 76 to 90 percent of the originally specified targets

35
against key indicators. Only 3 projects were found to fall in a composite score interval of 50 to 75
percent and hence belong to the challenging category. These projects were completed and went
operational but with significant extension period and/or over budget and/or meeting 50 to 75 percent
of the originally agreed targets against key indicators. Lastly, 2 projects were found to fall in a
composite score of less than 50 percent and hence belong to the failed category. These projects were
completed with a very significant extension period and/or over budget and not operational, with the
project achieving less than 50 percent of the originally specified targets against key indicators. Table
4.4 showed the overall success status of projects under the study.

Project success No. of Percent

index(PSI) projects (%) Overall success status
PSI>=90% 39 58.21 Successful
75%<=PSI<90
23 34.33 Moderately successful
50%<=PSI<75%
3 4.48 Challenging

PSI<50% 2 2.99 Failed

Table 4.4: Overall projects’ success status

DATA SCREENING

Before any analyses of data, it must be examined for accuracy and check missing values (Tabachnick
& Fidell, 2001). The variables should have no missed values and outside of the acceptable range
because missing data is the cause of a big problem. Sum command on STATA is used to know about
data collected and coded for the current study. The result obtained showed that there is no such
problem. It is presented in the appendix– 3 (Figure A2).

RELIABILITY ANALYSIS

The factors that emerged in the questionnaires to collect responses were tested for internal reliability
using Cronbach’s alpha and it indicates the average inter-item correlation within each of the factors.
A Cronbach's alpha above the basic requirement of 0.7 is reliable to go for further analysis. The range
for valuing Cronbach's Alpha: -

Poor = 0.00 - 0.69

Fair = 0.70 - 0.79

36
Good = 0.80 - 0.89
Excellent/Strong = 0.90 - 0.99

From the findings, Cronbach’s Alpha estimated to each independent variables with their respective
factors are in a good range and indicate high internal consistency of the questionnaire items. The result
is presented in the appendix– 3.

RESULTS IN DESCRIPTIVE ANALYSIS

4.6.1. THE INFLUENCE OF QUALITY OF PMS ON PROJECT SUCCESS

The study is set out to investigate the role of PMS in the success of radio access network projects of
ET in Addis Ababa, Ethiopia. One of the key objectives was to analyze the influence of quality of
PMS in the success of RAN projects. The researcher findings present as summarized below in Table
4.7

Number of
QPMS- tools projects Min Max Range Mean Median Std. dev.

Easy learning 67 3 5 2 4.22 4 0.54

Ease use 67 3 5 2 4.19 4 0.67

Multi- project
capacity 67 2 5 3 4.28 4 0.84
System
integration 67 2 5 3 4.38 5 0.777
Vendor and
Consultant
67 2 5 3 3.67 4 0.87
Support

Table 4.7: descriptive statistics of Quality of PMS indicators

Among QPMS indicators, systems integration was rated by the highest mean of 4.38 and the standard
deviation is 1.00. The result also indicated that the Vendor and Consultant Support was rated lowest
mean of 3.67 and standard deviation is 0.87. Further, the analysis points out that multi-project
capability was rated with mean 4.28 and standard deviation is 0.84. Additionally, easy learning was
rated with mean 4.22 and standard deviation is 0.54. Also, Ease use was rated with mean 4.19 and the
standard deviation is 0.67.

37
4.6.2. THE INFLUENCE OF QUALITY OF INFORMATION GENERATED BY PMS ON

PROJECT SUCCESS

The other objectives of the study were to determine the influence of the quality of information
generated by PMS in the success of radio access network projects. Three indicators of the quality of
information generated by PMS was rated for the indicated projects. The findings are presented in Table
4.5 below.

QIG - Number of Std.

tools projects Min Max Range Mean Median dev.

Accuracy 67 1 5 4 4.25 4 0.87

Relevance 67 2 5 3 4.14 4 0.80

Reliability 67 1 5 4 3.95 4 0.94

Table 4.5: Descriptive statistics of the quality of information generated by PMS indicators

Among the indicators, the accuracy of information was rated the highest mean of 4.25 and the standard
deviation is 0.87. Reliability of information was rated lowest mean of 3.95 and standard deviation is
0.94. Also, the relevance of information was rated with mean of 4.14 and the standard deviation is
0.80.

4.6.3. THE INFLUENCE OF PMS USE ON PROJECT SUCCESS

The study tried to examine the influence of PMS use in the success of radio access network projects.
The use of PMS was measured by establishing the degree to which various system functions and their
associated tools were actually used by project managers (Raymond, Bergeron, 2007). The PMS
functions were divided into five categories: planning tools, monitoring tools, controlling tools,
evaluation tools, and reporting tools. The respondents were asked about the utilization of functions of
PMS tool on the indicated projects. The results are present in the following table.

38
 Number
PMS- of Std.
functions projects Min Max Range Mean Median dev.
Planning 67 4 5 1 4.61 5 0.49
Monitoring 67 1 5 4 4.29 5 0.87
Controlling 67 2 5 3 3.83 4 0.88
Evaluation 67 2 5 3 4.25 4 0.84
Reporting 67 1 5 4 4.29 4 0.85

Table 4.6: Descriptive statistics of PMS use indicators

From the findings, the highest-rated function was planning with mean 4.61 and the standard deviation
is 0.49. The next highest-rated function was monitoring and reporting function with mean 4.29 and
standard deviation are 0.87 and 0.85 respectively. The evaluation was rated with a mean 4.25 and
standard deviation is 0.84. The lowest rated function was controlling with mean 3.83 and the standard
deviation is 0.88.

4.6.4. THE INFLUENCE OF USER OF PMS ON PROJECT SUCCESS

The study required to find out the influence of user of PMS in the success of radio access network
projects. This component was measured by determining how well the user was able to perform various
project tasks using the software. The respondents were asked to rate the extent to which they agreed
that their influence in the success of the indicated project which is managed by PMS. The result is
presented in Table 4.7.

The user of Number of

PMS- tools projects Min Max Range Mean Median Std. dev
User
satisfaction 67 1 5 4 4 4 0.88
Perceived
usefulness 67 2 5 3 4.13 4 0.86
User
competency 67 1 5 4 3.80 4 1.01
Table 4.7: Descriptive statistics of the user of PMS indicators
From the findings, Perceived usefulness was rated the highest mean of 4.13 and the standard deviation
is 0.86. The respondents have rated the user satisfaction on PMS with mean 4.00 and standard

39
deviation is 0.88. User competency was also rated lowest mean of 3.80 and the standard deviation is
1.01.

4.6.5. PROJECT SUCCESS MEASUREMENTS

The success of IBS projects measured with time, cost and quality were analyzed by statistical tools.
The findings are displayed in Table 4.8 below.

Number of Std.
Project success- tools Min Max Range Mean Median
projects dev

Cost performance
index 67 0.47 1.03 0.56 0.94 0.99 0.10
Achieved quality
index 67 0.42 0.99 0.57 0.82 0.88 0.15
Schedule
performance index 67 0.48 1.06 0.58 0.91 0.93 0.09
Table 4.8: Descriptive statistics of Project success measures

From the descriptive analysis, the cost performance index had the highest mean in comparison to
achieved quality and schedule performance index, which is 0.942 and the standard deviation is 0.1.
The mean of cost performance index (CPI) showed projects are tiny proportion overrun budget.
Projects are 5.8 percent over budget. The achieved quality index had the lowest mean of 0.82 with a
standard deviation of 0.15 among project success dimensions. The achieved quality index showed
projects are not achieved 18 percent of quality expected. Schedule performance index had a mean of
0.916 and the standard deviation is 0.09. Mean of schedule performance index (SPI) showed projects
are little bit behind schedule. Projects are 8.4 percent delayed.

4.6.6. ROLE OF PMS ON PROJECT SUCCESS

In general, the researcher needs to investigate the role of project management software in the success
of radio access network projects of ET in the Addis Ababa area, Ethiopia. The role of PMS on the
success of IBS projects in Addis Ababa are statistically summarized in this section. The result is
presented in Table 4.9 below.

40
 Summary of Summary of Summary of Summary of
QPMS index QIG index PMSU index UPMS index
Project No. Mean Std. Mean Std. Mean Std. Mean Std.
success project Dev. Dev. Dev. Dev.
Failed 2 3.69 .14 3.33 .47 3.2 .28 3.5 .24
Challenging 3 3.66 .41 3.55 .19 3.93 .41 2.55 .50
Moderate 23 3.76 .48 3.86 .43 4.04 .43 3.68 .47
Successful 39 4.44 .35 4.34 .42 4.46 .30 4.29 .41
Total 67 4.15 .52 4.11 .50 4.25 .45 3.98 .60
Table 4.9: descriptive statistics of the role of PMS on project success

From the descriptive analysis, PMS use index had the highest mean 4.25 on average for all four
categories and its standard deviation is 0.45 (on average for all four categories) and out of four of
them, successful projects was score the highest mean 4.46 and the standard deviation is 0.30. Quality
of PMS index was next higher mean of 4.15 and the standard deviation is 0.52 (on average for all four
categories) and out of four of them, successful projects scored the highest mean 4.44 with standard
deviation of 0.35. Quality of information generated by PMS index was in third place with the mean
4.11 and standard deviation is 0.50 (on average for all four categories) and out of four of them,
successful projects scored the highest mean 4.34 and standard deviation is 0.42. Lastly, the user of
PMS index had the smallest mean 3.98 and standard deviation is 0.60 (on average for all four
categories) and out of four of them, successful projects was score the highest mean 4.29 and the
standard deviation is 0.41.

4.6.7. RELATION BETWEEN INDEPENDENT VARIABLES AND PROJECT SUCCESS

A correlation measures the degree of association between two variables. A correlation coefficient +1
shows that two variables in a study are perfectly related in a positive linear while a correlation
coefficient -1 shows that two variables are perfectly related in a negative linear and a correlation of
coefficient 0 shows that there is no relation between two variables. A positive value for the correlation
indicates a positive association between them and a negative value for the correlation indicates a
negative or inverse association. The correlation matrix between the factors (quality of PMS, quality of
information generated by PMS, PMS use and user of PMS) and success of IBS projects are presented
in Table 4.10 below.

41
 PS QPMS QIG PMSU UPMS
ordered index index index index
PS ordered 1

QPMS index 0.5798 1

0
QIG index 0.5682 0.3175 1
0 0.0088
PMSU index 0.6134 0.4829 0.4939 1
0 0 0
UPMS index 0.6281 0.514 0.3617 0.4704 1
0 0 0.0026 0.0001

Table 4.10: Correlation of dependent and independent variables

From the correlation analysis, the study found out there is a positive relationship between project
management software and project success. The quality of PMS and project success correlate positively
with correlation coefficients 0.57 and probability of 0.000. The study further established that there is a
positive relationship between the qualities of information generate by PMS and project success with a
correlation coefficient of 0.56 and a probability of 0.000. The study also found that there is a positive
relationship between PMS use and project success with a correlation coefficient of 0.61 and probability
of 0.000. And lastly, the study found that there is a positive relationship between the user of PMS and
project success with a correlation coefficient 0.62 and probability of 0.000.

RESULTS IN ECONOMETRIC ANALYSIS

4.7.1. ORDERED LOGISTIC REGRESSION RESULT

Ordered logistic regression is an appropriate model for the dependent variable with more than two
categories (ordinary). The outcome variable, project success was followed by the independent
variables, quality of PMS, quality of information generated by PMS, PMS use and user of PMS were
regressed to get a model estimation. Figure 4.11 displays the STATA output.

42
 Number of obs = 67
LR chi2 (4) = 67.50
Prob > chi2 = 0.0000
Log likelihood = -28.287392 Pseudo R2 = 0.5440

Independent Coefficient Std. Err. z p>/Z/ [95% Conf. Interval

variables
QPMS 2.60343 0.88822 2.93 0.003 0.862552 4.3443
index
QIG index 2.74879 0.8973 3.06 0.002 0.9901185 4.50746

PMSU 1.55501 0.90548 1.72 0.086 -0.2196932 3.32971

index
UPMS 2.4488 0.78457 3.12 0.002 0.9110755 3.98653
index
cut1 30.32411 6.849645 16.89905 43.74917

cut2 31.82855 6.924151 18.25746 45.39964

cut3 37.85153 8.058965 22.05624 53.64681

Table 4.11: Results of Ordered Logistic Regression

Table 4.13 is shown the results obtained from the ordered logistic regression. The chi-square of the
likelihood ratio of the model was 67.50 with degrees of freedom of 4 and probability of 0.0000, this
result shows the overall goodness of the model (model is statistically significant). The log-likelihood
of the fitted model is -28.2873 and at this value the difference between successive iterations was
sufficiently small. The ordered logistic regression output (Table4.11) was generated at iterations that
fit the full model. Using 67 observations, the estimation of the project success is explained by the
factors quality of PMS, quality of information generated by PMS and user of PMS. They satisfied the
z statistic and probability criterion at the 95 percent confidence interval. However, PMS use is
statistically insignificant. The factors quality of PMS, quality of information generated by PMS and
user of PMS are significant predictors with z statistics of 2.93, 3.06 and 3.12 respectively. And also
exhibit significant probability 0.003, 0.002 and .002 respectively. The coefficients of the ordered

43
logistic regression are all positive and this shows positive influences of explanatory variables on the
dependent variable but they give no sense in terms of quantity (regression coefficients) here. Their
implications are discussed in a more interpretable manner through marginal effects later. The Ancillary
parameters used in the estimation of probabilities for the dependent variable values (for categories 1,
2, 3 and 4) are as follows: 30.32, 31.82 and 37.85 (Table 4.11).

4.7.2. DIAGNOSTIC TESTS

4.7.2.1. MODEL SPECIFICATION TEST

Model specification test is performed by a link test. If a model is specified correctly, the prediction
squared has no explanatory power. The result of the link test proved that hat squared (prediction
squared) is statistically insignificant by the probability of 0.897. Since the hat square variable is
statistically insignificant, the current model passes the link test. The result is presented in the
appendix– 3.5.

4.7.2.2. PROPORTIONAL ODDS ASSUMPTION (PARALLEL REGRESSION

ASSUMPTION)

One of the assumptions core in ordered logistic regression is, the relationship between each pair of
outcome groups is the same. In other words, the ordered logistic model assumes that the distance
between each category of the outcome is proportional. This is called the proportional odds assumption
or the parallel regression assumption. If the relationship between all pairs of groups is the same, there
is only one set of coefficients (only one model). So, it is a necessity to test the proportional odds
assumption before accepting the model. There are two tests that can be used to do so, O model test
and Brant test.

O model is a test used to check proportional odd ratio assumptions. The result obtains from this test
displayed that the Chi-square statistic is 12.68 with 8 degrees of freedom and statistically insignificant
with a probability of 0.1234. The chi-square of proportional odds is insignificant that showed the
proportional odds assumptions hold for this model. Therefore, the model meets proportional odd ratio
assumptions.
Brant test is also conducted to check the parallel regression assumption. In order to pass the Brant test
(test for proportional odds assumption), proportionality needs to be insignificant. The result of this test
for the current model is insignificant for a model with overall chi-square value suggests proportionality

44
assumptions are met. And also, Brant tests for each individual independent variables are statistically
insignificant. Based on the result obtained from the Brant test, the parallel regression assumption has
been met.
Both of the two tests confirm the current model has not violated the proportional odds assumption and
also all independent variables met the assumption. The result is presented in the appendix– 3.6.

4.7.2.3. MEASURE OF FIT FOR A MODEL

The goodness of fit for the ordered logistic model can be obtained using fit stat. The fit stat command
gives several statistics on how well the model fits with the data. Several Pseudo R2 measures are
logical analogs to linear regression model R -square measures. McFadden’s R-square is perhaps the
most popular Pseudo R-square. McFadden's R square of the current model is 0.544 (54.4%). It
couldn’t be interpreted nonlinear model R square like linear regression model R square. The ordered
logistic model Pseudo R square cannot be very large so that what obtained is a good indicator of the
model is fit with the data. The result is presented in the appendix– 3.7.

4.7.3. MARGINAL EFFECTS FOR IBS PROJECTS

For nonlinear models (like ordered logistic regression), it is more appropriate to interpret the marginal
effects than the coefficients (log odds) and odds ratios because coefficients often haven’t much interest.
What is good to see for interpretation is effects on outcomes such as probabilities (instead of log odds).
The marginal effect is about how the probabilities of each outcome change with respect to changes in
determinants. Marginal effect analysis was conducted by STATA software in order to extract the extent
to which the independent variables that were found to be statistically significant to determine the
dependent variable. The marginal effect applied for this study is an average marginal effect (AME)
because the sample size is small and also AME is particularly useful unlike marginal effect at mean
(MEM) to produce a single quantity summary that reflects the full distribution of X rather than an
arbitrary prediction. AME can also capture variability better than MEM. The average marginal effect
is the average change in probability when x increases by one unit.
Marginal effects for the successful projects (category 4):- The result tells that on average a unit
increase in quality of PMS index (In the range of 1 to 5) increases the probability of project to be
successful (category-4) by 20.81 percent when all explanatory variables (covariates) are held constant
and this result is statistically significant with z statistic of 4.09 and probability of 0.000. On average a
unit increase in quality of information generated by PMS index ( In the range of 1 to 5 ) increases the

45
probability of the project to be successful (category-4) by 21.98 percent when all explanatory variables
are held constant and this result is statistically significant with z statistic of 4.14 and probability of
0.0000. PMS use index has a positive effect on the probability of the project to be successful (category-
4), but it is statistically insignificant. On average each additional unit increase in user of PMS index (
In the range of 1 to 5 ) increases the probability of the project to be successful (category-4) by 19.58
percent when all explanatory variables are held constant and this result is statistically significant with
z statistic of 3.79 and probability of 0.0000.

Marginal effects for the moderately successful projects (category 3):- The results tell that on average
a unit increase in quality of PMS index (In the range of 1 to 5) decreases the probability of the project
to be moderately successful (category-3) by 12.11 percent when all explanatory variables are held
constant and this result is statistically significant with z statistic of 4.62 and probability of 0.0000. On
average a unit increase in quality of information generated by PMS index ( In the range of 1 to 5 )
decreases the probability of the project to be moderately successful (category-3) by 12.79 percent
when all explanatory variables are held constant and this result is statistically significant with z statistic
of 3.81 and probability of 0.0000. PMS use index has a negative relation to the probability of the
project to be moderately successful (category-3), but it is statistically insignificant. On average each
additional unit increase in user of PMS index (In the range of 1 to 5) decreases the probability of the
project to be moderately successful (category-3) by 11.39 percent when all explanatory variables are
held constant and this result is statistically significant with z statistic of 3.27 and probability of 0.001.

Marginal effects for the failed and challenging projects (category 1 & 2): - The results tell that on
challenging and failed projects, all explanatory variables have a negative effect on project success.
However, they are statistically insignificant. The result is presented in the appendix– 3.8.

In general, the marginal effect has larger magnitudes and statistically significant effect on the fourth
and third categories (successful and moderately successful), but it has a very small effect (statistically
insignificant) on second and first categories (challenging and failed category).
4.7.3.1. PREDICTED PROBABILITY FOR IBS PROJECT SUCCESS STATUS

A predicted probability is the probability of an event and it is calculated from available data. The
probability of project to be successful (category-4) given that all independent variables are at their
mean is 0.657 (65.7%) and it is statistically significant with a probability of 0.0000. The probability of
project to be moderately successful (category-3) given that all independent variables are at their mean

46
is 0.342 (34.2%) and it is statistically significant with a probability of 0.001. The probability of project
to be challenging (category-2) given that all independent variables are at their mean is .001 (0.1%) it
mean zero and it is statistically insignificant with a probability of 0.49. The probability of project to
fail (category-1) given that all independent variables are at their mean is 0.0001 (0%) it means zero
and it is statistically insignificant with a probability of 0.53. The result is presented in the appendix–
3.9.

DISCUSSION OF RESULTS

After presenting the results, the researcher proceeds to discuss the implications of PMS for the success
of IBS projects in more detail.

In this study, the researcher considered the quality of PMS, quality of information generated by PMS,
PMS use and user of PMS as independent variables and project success as the dependent variable. The
discussion follows the structure of the research questions.

4.8.1. THE INFLUENCE OF QUALITY OF PMS ON PROJECT SUCCESS

What is the influence of quality of project management software on project success?

Powerful project management software has become a prerequisite to manage the projects more
efficiently and effectively, and aid the project managers in their decision-making (Havelka et.al,
2006). The findings confirmed that the quality of PMS used to manage IBS projects is powerful.
Results obtained from ordered logistic regression analysis revealed that quality of PMS and project
success exhibited a positive and statistically significant relationship (p= 0.003 which is less than 0.05).

Results of the descriptive analysis were also found to be consistent with the aforementioned results of
the ordered logistic regression analysis. The mean composite score for quality of PMS index was found
to be 4.15 out of 5 which confirm that it has a prominent influence on the success of IBS projects and
the correlation analysis was also assure that there is a positive and statistically significant relationship
between them. This finding clearly shows the quality of PMS had a significant influence on the success
of IBS project of RAN section in Addis Ababa. This is because the correlation coefficient is 0.57 and
the probability for relationships was 0.000 which is less than the alpha value 0.01 (level of
significance). The result was found to be consistent with Ngari (2017), Raymond & Bergeron (2008),
Pelerine, et al. (2013), Kristina and Igor (2007), and Karim (2011).

47
4.8.2. THE INFLUENCE OF QUALITY OF INFORMATION GENERATED BY PMS ON

PROJECT SUCCESS

How does the quality of information generated by project management software influence project
success?

The quality of information generated by PMS has a significant effect on the success of projects. Results
obtained from ordered logistic regression analysis revealed that the quality of information generated
by PMS and project success exhibited a positive and statistically significant relationship (p= 0.002
which is less than 0.05). Bani, Anbari, and Money (2008) through several studies also found
information quality has the highest effect on the use of PMS which in turn had a positive and
significant effect on project success.

Results of the descriptive analysis were found to be consistent with the results of ordered logistic
regression analysis. The mean composite score for the quality of PMS index was found to be 4.11 out
of 5 which confirm that it has an influence on project success and the correlation analysis was also
assure that there is a positive and statistically significant relationship between them. The correlation
coefficient is 0.56 and probability for relationships was 0.000 which is less than the alpha value
0.01(level of significance). The result was also found to be consistent with Ngari (2017), Raymond &
Bergeron (2008), Kristina and Igor (2007), Pelerine, et al. (2013) and Karim (2011).

4.8.3. THE INFLUENCE OF PMS USE ON PROJECT SUCCESS

How does project management software use influence project success?

It is very advantageous to utilize a specialized Project Management Information System in

management functions as it provides the project team and manager with correct and quality
information (Caldwell, 2004). The use of planning, monitoring, controlling, evaluation and reporting
tools within the PMS had helped the managers improve on the success of their project. Results
obtained from ordered logistic regression analysis revealed that PMS use and project success showed
a positive relationship but it is statistically insignificant (p= 0.086 which is greater than 0.05).

Results of the descriptive analysis were found to be inconsistent with the results of ordered logistic
regression analysis. The mean composite score of quality of PMS index was found to be 4.25 out of 5
which confirm that it has influence on project success and the correlation analysis also assured that
there is a positive and statistically significant relationship between them with correlation coefficient

48
of 0.61 and the probability for relationships was 0.000 which is less than the alpha value 0.01 (level of
significance). Based on the result obtained from the descriptive analysis, it was found to be consistent
with Ngari (2017), Christopher (2015), Raymond & Bergeron (2008) and Karim (2011).

4.8.4. THE INFLUENCE OF USER OF PMS ON PROJECT SUCCESS

What is the influence of user of project management software on project success?

Raymond and Bergeron noted from their studies that among the managers who participated in the
study, a large number respondents indicated strong impacts of the user of PMS upon the successful
close of their projects (Raymond, Bergeron 2007). The influence of user of PMS was measured by
determining how well the user of PMS was able to perform various project tasks using the software
and information generated by the software. The user of PMS influence was measured by using user
satisfaction, perceived usefulness, and user competency. Results obtained from ordered logistic
regression analysis revealed that user of PMS and project success showed a positive relationship and
it is statistically significant (p= 0.002 which is less than 0.05). This finding concurred with Ibidem
(2007) studies which affirm that when users increase their competence then they are able to utilize the
knowledge available to them to manage their projects effectively and efficiently

Results of the descriptive analysis were found to be consistent with the results of ordered logistic
regression analysis. The mean composite score for the user of PMS index was found to be 3.98 out of
5 and the correlation analysis also assured that there is a positive and statistically significant
relationship between them with a correlation coefficient of 0.63 with the probability of 0.000 which is
less than the alpha value 0.01 (level of significance). Based on the result obtained from the descriptive
analysis, it was found to be consistent with Ngari (2017), Raymond & Bergeron (2008), Christopher
(2015) and Karim (2011).

49
5. CHAPTER FIVE: - CONCLUSIONS AND RECOMMENDATIONS

In the final chapter of the research, conclusions are made from the findings of the study, followed by
forwarding of recommendations.

CONCLUSIONS

The study was conducted to investigate the role of project management software in the success of
RAN projects of ET in Addis Ababa, Ethiopia. Since only limited research has been conducted in this
area so far, especially in the Telecom industry, it is expected to take in these findings very interesting
and useful. On the foundation of the data analysis, results, and discussion, the following conclusions
are made.

Quality of PMS, quality of information generated by PMS, PMS use and user of PMS were
independent variables and they were regressed against the dependent variable, project success. The
result found from ordered logistic regression confirms that quality of PMS, quality of information
generated by PMS and user of PMS were significant determinants of the success of IBS projects of
RAN section in ET. However, PMS use was statistically insignificant. The result of the descriptive
statistics vividly indicates the research established a positive and statistically significant relationship
between independent variables, Quality of PMS, quality of information generated by PMS, PMS use
and user of PMS and dependent variable, project success .

The powerful PMS helps the project manager and team to perform their project work in the more
effective and efficient way. The quality of PMS was the second significant determinant of the success
of IBS projects among the explanatory variables based on the marginal effects analysis and descriptive
analysis also revealed it has a significant and positive relationship with the success of IBS projects.
From the finding, it can be concluded that those projects planned and managed by powerful PMS tool
are more likely to be successful and less likely to be in the moderately successful, challenged and
failed project categories.

The information generated by PMS helps the users to perform their tasks in a much professional
manner. When tasks are best performed, project success is achieved. The higher quality of information
output increases the chance of having a positive effect on project success. The outcome also shows
that the quality of information generated by PMS had the highest marginal effects that indicate it was
identified as the most significant determinant of the success of IBS projects and descriptive analysis

50
also revealed it has a significant and positive relationship with the success of IBS projects.
Accordingly, projects that plan and managed by PMS, which generate high-quality information, are
found more likely to be successful and less likely to be in the moderately successful, challenged and
failed projects categories.

Well trained PMS users have the capacity to utilize the PMS efficiently and effectively which lead to
generating higher quality information that in turn help to efficiently and effectively plan and manage
projects, and lead to the successful completion of projects. The findings show that the quality of
information generated by PMS was a significant determinant of the success of IBS projects based on
the marginal effects and descriptive analysis also revealed it has a significant and positive relationship
with the success of IBS projects. This implies that the user of PMS had an influence on the success of
IBS projects of RAN in ET.

The PMS has no direct influence upon project success; it is only through the powerfulness of the tool,
quality of information generated, extensive use of the software and individual effects as the user have
effects on project success. The quality of software tool, the quality of the information generated by
software tool and the ability of the user to use the information generated by the software tool used to
manage matters to the success of the IBS projects of RAN section in ET.

Conclusively, therefore, the application of PMS positively correlates with the success of IBS projects
in RAN section in ET, Addis Ababa. Following the conclusions of previous research that PMS
contribute to the success of different types of projects, the results of this research also showed that the
application of PMS is, in fact, advantageous to the success of IBS projects in RAN section of ET,
Addis Ababa.

RECOMMENDATION

There is a significant relationship between PMS (quality of PMS, quality of information generated by
PMS and the user of PMS and PMS use) and project success, in the deployment of IBS projects of
RAN section in ET Addis Ababa ,so that the researcher is forward the following recommendations:-

▪ The study found out powerful PMS is a significant determinant for the success of IBS projects. It is
recommended that ET should use its expensive and powerful PMS in planning and managing IBS
projects in RAN section, Addis Ababa.

51
▪ The results of this research show that PMS generates higher-quality information needed for the
management of the projects which leads to success. It is recommended that upcoming IBS projects in
RAN section should be planned and managed by a PMS in order to generate higher quality information
that leads to the successful completion of the project.
▪ The study found out the user of PMS is a significant determinant for the success of IBS projects of
RAN section in ET, Addis Ababa. The user of PMS who is responsible for planning and managing
IBS projects should be well qualified in PMS in order to ensure the success of projects.
▪ This study should be taken as a starting point for further research. It covered only one section of ET,
projects in Addis Ababa area and only 67 Projects which might not have the desired results on
measuring the role of PMS on project success. It is recommended that future research should recruit a
larger sample, in all project rollout department, in Ethiopia and then triangulate the data collection
instruments to generate more reliable findings.

52
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57
APPENDICES

APPENDIX 1፡ SURVEY QUESTIONNAIRE

Questionnaire Survey

Dear respondent

The researcher is a student of Yom Institute of Economic Development Joint Master Program with
Debre Markos University undertaking a master degree in Project Planning and Management. As partial
fulfillment of the requirements for the Degree of Master, the researcher is conducting a study on “The
Role of Project Management Software in Project Success: The Case of radio access network Projects
of Ethio Telecom in Addis Ababa, Ethiopia”.
Therefore, it’s a researcher pleasure if you could spend a few minutes of your time to answer the
following questions completely, correctly and honestly as possible. Your response will be treated with
the utmost confidentiality and will only be used for academic purpose.
Your assistance will be highly appreciated and thank you in advance.
Yours faithfully,

Betelehem Tefera
Telephone: 0911517172
E-mail: betty12898@gmail.com

i
 SURVEY QUESTIONS

Important note:

Information provided through the questionnaire will be treated with confidentiality and will be
exclusively for academic purpose. All answers will be considered right. Your cooperation is highly
valued.

Instruction:

i. Do not write your name on the questionnaire.

ii. Please read each question carefully.
iii. Kindly answer all the questions by ticking or filling in the spaces provided.

Part one: Respondents information

Please mark with a Tick (  ) or fill the space with the appropriate information.
1. Age : __________

2. Gender : Male ( ) Female ( )

3. What is your position in the company?

Project manager ( ) Supervisor ( ) Specialist ( )

4. For how long have you held the position : ____________

5. Level of education

Diploma ( ) Undergraduate ( ) Masters ( ) Other please specify ____________

Part two: Project information

1. Project Name: ______________________ Project short name: _______________

2. Project time management

a. Project planned duration :__________________

b. Project actual duration: __________________

c. Project completion score in terms of time dimension (SPI in %): __________________

ii
3. Project cost management

a. Planned cost: __________________

b. Actual cost: __________________

c. Project completion score in terms of budget dimension (CPI in %): _________________

4. Meeting quality specification of the project against key indicators (AQI in %) __________

Part three: Quality of project management software

To what extent do you agree that the general quality of Project Management software influence the
success of the indicated project? Please mark with a Tick (  )

Quality of PMS Strongly disagree Indifference Agree Strongly

disagree agree
Level 1 2 3 4 5
Easy of learning
Ease of use (user-friendly)
Multi-project capacity
(managing multiple projects
at the same time)
System integration (links
more than one functions)
Vendor and Consultant
Support

Part four: Quality of information generated

To what extent do you agree that the quality of information generated by Project Management software
influence the success of the indicated project? Please mark with a Tick (  ).

iii
 Quality of Strongly Disagree Indifference Agree Strongly
information disagree agree
generated

Level 1 2 3 4 5
Accuracy
Relevance

Reliability

Part five: Project management software Use

To what extent do you agree that the utilization of Project Management software for the following
functions influence the success of the indicated project? Please mark with a Tick (  )

Project management Strongly Disagree Indifference Agree Strongly

software use disagree agree
Level 1 2 3 4 5
Planning

Monitoring

Controlling

Evaluation

Reporting

Part six: User of project management software

To what extent do you agree that the user of project management software influence the success of the
indicated project? Please mark with a Tick (  ).

iv
The user of project Strongly disagree Indifference agree Strongly
management disagree agree
software
Level 1 2 3 4 5
user satisfaction

Perceived usefulness

User competency

Thank you very much for your time and participation!

v
APPENDIX 2፡ WORK PLAN

APPENDIX 2.1 TIME PLAN

No Description of activities Deadlines (GC) Duratio

n (days)
1 Thesis title submission and approval December 01- December 30, 30
2018
2 Preparation of Concept Paper January 1- January 29, 2019 29
3 Submission of a concept paper to Advisers January 30, 2019 1
4 Preparation of Proposal January 31-February 28, 2019 29
5 Submission of final draft proposal to March 01, 2019 1
Department
6 Proposal defense March 07-08, 2019 2
7 Questionnaire and interview guideline March 09, 2019-March 30, 21
preparation 2019
8 Data collection March 31- May 15, 2019 46
9 Data screening, encoding, entry, generating May 16- June 30, 2019 46
preliminary analysis and interpretation
10 Organizing the first Thesis draft July 01- July 05, 2019 5
11 Submission of first Thesis draft to advisors July 06, 2019 1
12 Incorporating the correction given by the July 7-July 18, 2019 11
adviser
13 Submission of final draft Thesis to the August 30, 2019 1
department
14 Final Thesis Defense September 6- September 9, 3
2019
15 Submission of Final Thesis after September 15, 2019 1
incorporating defense comments

vi
APPENDIX 2.2 BUDGET PLAN

No Resource Description of Quantity Days Cost/unit Total

type costs In ETB cost in
ETB
1 Personal: Training for 3 5 200 3,000
enumerators
Per diem for 3 30 200 18,000
enumerator
Per diem for 1 35 400 12,000
researcher
2 Material: Computer paper 5 - 250 1,250
pad
Duplicating/ photo 1000 - 1 1,000
copy
Pens 10 - 5 50

Printing 300 - 2 600

Binding 3 100 300

3 Transport : Transport cost 4 35 10 1,400

Total 37,600
expenditure
Contingency 3,760
10%
Grand total 41,360

vii
APPENDIX 3: DATA CODING SHEETS

APPENDIX 3.1. CROSS TABULATION OF DEPENDENT AND INDEPENDENT

VARIABLES (ASSOCIATION)

. tab psordered , sum( qpmsindex )

Summary of QPMS index

ps ordered Mean Std. Dev. Freq.

1 3.6999999 .14142139 2
2 3.6666667 .41633317 3
3 3.7652174 .48110544 23
4 4.4410257 .35594059 39

Total 4.1522388 .52349593 67

. tab psordered , sum( qigindex )

Summary of QIG index

ps ordered Mean Std. Dev. Freq.

1 3.335 .4737616 2
2 3.5566667 .19629918 3
3 3.8691304 .43470902 23
4 4.3497436 .42601266 39

Total 4.1189552 .50820282 67

. tab psordered , sum( pmsuindex )

Summary of PMSU index

ps ordered Mean Std. Dev. Freq.

1 3.2 .28284278 2
2 3.9333333 .4163333 3
3 4.0434782 .43466407 23
4 4.4666667 .30893141 39

Total 4.2597015 .45262193 67

. tab psordered , sum( upmsindex )

Summary of UPMS index

ps ordered Mean Std. Dev. Freq.

1 3.5 .24041641 2
2 2.5566667 .50954229 3
3 3.6813044 .47661023 23
4 4.2902564 .41369636 39

Total 3.98 .60830864 67

viii
APPENDIX 3.2. DATA SCREENING

. sum pso qpmsindex qigindex pmsuindex upmsindex

Variable Obs Mean Std. Dev. Min Max

pso 67 3.477612 .7252629 1 4

qpmsindex 67 4.152239 .5234959 3 5
qigindex 67 4.118955 .5082028 2.67 5
pmsuindex 67 4.259701 .4526219 2.8 5
upmsindex 67 3.98 .6083086 2 5

. codebook psordered

psordered ps ordered

type: numeric (byte)

range: [1,4] units: 1

unique values: 4 missing .: 0/67

tabulation: Freq. Value

2 1
3 2
23 3
39 4

ix
APPENDIX 3.3. CRONBACH’S ALPHA ANALYSIS

. alpha qpmsindex easylearn easeuse multipc sysmi venderc , std item

Test scale = mean(standardized items)

average
item-test item-rest interitem
Item Obs Sign correlation correlation correlation alpha

qpmsindex 67 + 0.9967 0.9946 0.3624 0.7397

easylearn 67 + 0.6780 0.5268 0.5057 0.8365
easeuse 67 + 0.7118 0.5716 0.4905 0.8280
multipc 67 + 0.6965 0.5512 0.4974 0.8319
sysmi 67 + 0.7552 0.6308 0.4710 0.8166
venderc 67 + 0.6573 0.4998 0.5150 0.8415

Test scale 0.4737 0.8437

. alpha qigindex accuracy rele reli , std item

Test scale = mean(standardized items)

average
item-test item-rest interitem
Item Obs Sign correlation correlation correlation alpha

qigindex 67 + 0.9964 0.9926 0.3794 0.6472

accuracy 67 + 0.7878 0.6179 0.6083 0.8233
rele 67 + 0.8411 0.7048 0.5498 0.7856
reli 67 + 0.6666 0.4376 0.7413 0.8958

Test scale 0.5697 0.8412

x
 . alpha pmsuindex plan monit cont eval report , std item

Test scale = mean(standardized items)

average
item-test item-rest interitem
Item Obs Sign correlation correlation correlation alpha

pmsuindex 67 + 0.9965 0.9941 0.3475 0.7270

plan 67 + 0.6720 0.5170 0.4920 0.8288
monit 67 + 0.6765 0.5231 0.4900 0.8277
cont 67 + 0.6961 0.5489 0.4813 0.8227
eval 67 + 0.7565 0.6310 0.4544 0.8063
report 67 + 0.6548 0.4947 0.4996 0.8331

Test scale 0.4608 0.8368

. alpha upmsindex users percievedu userc , std item

Test scale = mean(standardized items)

average
item-test item-rest interitem
Item Obs Sign correlation correlation correlation alpha

upmsindex 67 + 0.9998 0.9997 0.4540 0.7138

users 67 + 0.8010 0.6457 0.6788 0.8638
percievedu 67 + 0.8626 0.7466 0.6092 0.8238
userc 67 + 0.7288 0.5354 0.7604 0.9050

Test scale 0.6256 0.8699

xi
APPENDIX 3.4. RESULT FROM ORDERED LOGISTIC REGRESSION

. ologit pso qpmsindex qigindex pmsuindex upmsindex

Iteration 0: log likelihood = -62.037003

Iteration 1: log likelihood = -35.02164
Iteration 2: log likelihood = -28.939584
Iteration 3: log likelihood = -28.298041
Iteration 4: log likelihood = -28.287404
Iteration 5: log likelihood = -28.287392
Iteration 6: log likelihood = -28.287392

Ordered logistic regression Number of obs = 67

LR chi2(4) = 67.50
Prob > chi2 = 0.0000
Log likelihood = -28.287392 Pseudo R2 = 0.5440

pso Coef. Std. Err. z P>|z| [95% Conf. Interval]

qpmsindex 2.603427 .8882179 2.93 0.003 .862552 4.344302

qigindex 2.74879 .8972979 3.06 0.002 .9901185 4.507462
pmsuindex 1.555007 .9054758 1.72 0.086 -.2196932 3.329707
upmsindex 2.448801 .7845682 3.12 0.002 .9110755 3.986527

/cut1 30.32411 6.849645 16.89905 43.74917

/cut2 31.82855 6.924151 18.25746 45.39964
/cut3 37.85153 8.058965 22.05624 53.64681

xii
APPENDIX 3.5. RESULT OF LINK TEST

. linktest

Iteration 0: log likelihood = -62.037003

Iteration 1: log likelihood = -36.76477
Iteration 2: log likelihood = -29.676245
Iteration 3: log likelihood = -28.337047
Iteration 4: log likelihood = -28.279353
Iteration 5: log likelihood = -28.279097
Iteration 6: log likelihood = -28.279097

Ordered logistic regression Number of obs = 67

LR chi2(2) = 67.52
Prob > chi2 = 0.0000
Log likelihood = -28.279097 Pseudo R2 = 0.5442

pso Coef. Std. Err. z P>|z| [95% Conf. Interval]

_hat 1.4027 3.13811 0.45 0.655 -4.747883 7.553283

_hatsq -.0054587 .0423554 -0.13 0.897 -.0884738 .0775564

/cut1 37.60362 57.08157 -74.27421 149.4814

/cut2 39.12992 57.26235 -73.10224 151.3621
/cut3 45.25393 58.22998 -68.87473 159.3826

xiii
APPENDIX 3.6. RESULT OF PARALLEL REGRESSION ASSUMPTION TEST

. omodel logit pso qpmsindex qigindex pmsuindex upmsindex

Iteration 0: log likelihood = -62.037003

Iteration 1: log likelihood = -35.086661
Iteration 2: log likelihood = -29.767261
Iteration 3: log likelihood = -28.463542
Iteration 4: log likelihood = -28.291867
Iteration 5: log likelihood = -28.287396
Iteration 6: log likelihood = -28.287392

Ordered logit estimates Number of obs = 67

LR chi2(4) = 67.50
Prob > chi2 = 0.0000
Log likelihood = -28.287392 Pseudo R2 = 0.5440

pso Coef. Std. Err. z P>|z| [95% Conf. Interval]

qpmsindex 2.603427 .8882176 2.93 0.003 .8625527 4.344302

qigindex 2.74879 .8972976 3.06 0.002 .9901191 4.507461
pmsuindex 1.555007 .9054756 1.72 0.086 -.2196929 3.329706
upmsindex 2.448801 .7845679 3.12 0.002 .9110762 3.986526

_cut1 30.32411 6.849641 (Ancillary parameters)

_cut2 31.82855 6.924146
_cut3 37.85153 8.05896

Approximate likelihood-ratio test of proportionality of odds

across response categories:
chi2(8) = 12.68
Prob > chi2 = 0.1234

xiv
. brant, detail

Estimated coefficients from binary logits

Variable y_gt_1 y_gt_2 y_gt_3

qpmsindex -0.095 -0.360 3.549

-0.03 -0.19 2.92
qigindex 2.572 3.907 2.916
0.90 1.57 2.73
pmsuindex 4.424 1.578 0.779
1.59 1.18 0.51
upmsindex -0.732 5.013 2.265
-0.23 1.99 1.96
_cons -19.287 -33.909 -38.436
-1.27 -2.18 -3.95

legend: b/t

Brant test of parallel regression assumption

chi2 p>chi2 df

All 5.48 0.705 8

qpmsindex 2.99 0.224 2

qigindex 0.56 0.756 2
pmsuindex 1.66 0.436 2
upmsindex 3.95 0.138 2

xv
APPENDIX 3.7. RESULT OF MEASURE OF FIT

. fitstat

ologit

Log-likelihood
Model -28.287
Intercept-only -62.037

Chi-square
Deviance (df=60) 56.575
LR (df=4) 67.499
p-value 0.000

R2
McFadden 0.544
McFadden (adjusted) 0.431
McKelvey & Zavoina 0.812
Cox-Snell/ML 0.635
Cragg-Uhler/Nagelkerke 0.753
Count 0.836
Count (adjusted) 0.607

IC
AIC 70.575
AIC divided by N 1.053
BIC (df=7) 86.008

Variance of
e 3.290
y-star 17.499

xvi
APPENDIX 3.8. MARGINAL EFFECT

. margins , dydx(*) predict(outcome(4))

Average marginal effects Number of obs = 67

Model VCE : OIM

Expression : Pr(psordered==4), predict(outcome(4))

dy/dx w.r.t. : qpmsindex qigindex pmsuindex upmsindex

Delta-method
dy/dx Std. Err. z P>|z| [95% Conf. Interval]

qpmsindex .2081897 .0509457 4.09 0.000 .1083378 .3080415

qigindex .219814 .0530757 4.14 0.000 .1157875 .3238405
pmsuindex .1243501 .0693493 1.79 0.073 -.0115721 .2602723
upmsindex .1958246 .0516779 3.79 0.000 .0945378 .2971115

. margins , dydx(*) predict(outcome(3))

Average marginal effects Number of obs = 67

Model VCE : OIM

Expression : Pr(psordered==3), predict(outcome(3))

dy/dx w.r.t. : qpmsindex qigindex pmsuindex upmsindex

Delta-method
dy/dx Std. Err. z P>|z| [95% Conf. Interval]

qpmsindex -.1211624 .0262214 -4.62 0.000 -.1725554 -.0697693

qigindex -.1279275 .0335543 -3.81 0.000 -.1936927 -.0621623
pmsuindex -.0723693 .0428056 -1.69 0.091 -.1562667 .0115281
upmsindex -.1139661 .0348379 -3.27 0.001 -.1822471 -.0456851

xvii
. margins , dydx(*) predict(outcome(2))

Average marginal effects Number of obs = 67

Model VCE : OIM

Expression : Pr(psordered==2), predict(outcome(2))

dy/dx w.r.t. : qpmsindex qigindex pmsuindex upmsindex

Delta-method
dy/dx Std. Err. z P>|z| [95% Conf. Interval]

qpmsindex -.0331133 .0222741 -1.49 0.137 -.0767697 .0105431

qigindex -.0349622 .0234479 -1.49 0.136 -.0809193 .0109949
pmsuindex -.0197783 .0156078 -1.27 0.205 -.0503691 .0108124
upmsindex -.0311466 .0213076 -1.46 0.144 -.0729088 .0106155

. margins , dydx(*) predict(outcome(1))

Average marginal effects Number of obs = 67

Model VCE : OIM

Expression : Pr(psordered==1), predict(outcome(1))

dy/dx w.r.t. : qpmsindex qigindex pmsuindex upmsindex

Delta-method
dy/dx Std. Err. z P>|z| [95% Conf. Interval]

qpmsindex -.053914 .0301521 -1.79 0.074 -.113011 .005183

qigindex -.0569243 .028968 -1.97 0.049 -.1137006 -.000148
pmsuindex -.0322024 .022702 -1.42 0.156 -.0766976 .0122928
upmsindex -.0507119 .0246453 -2.06 0.040 -.0990158 -.0024079

xviii
 Average Marginal Effects with 95% CIs
.3
.2
.1
0

qpmsindex qigindex pmsuindex upmsindex

Effects with Respect to

xix
APPENDIX 3.9 PREDICTED PROBABILITY
1
.8
.6
.4
.2
0

Pr(psordered==1) Pr(psordered==2) Pr(psordered==3) Pr(psordered==4)

xx
. mtable, atmeans

Expression: Pr(psordered), predict(outcome())

1 2 3 4

0.000 0.001 0.342 0.657

Specified values of covariates

qpmsindex qigindex pmsuindex upmsindex

Current 4.15 4.12 4.26 3.98

xxi
APPENDIX 3.10 WALD TEST / ROBUST STANDARD ERROR

. ologit psordered qpmsindex qigindex pmsuindex upmsindex , robust

Iteration 0: log pseudolikelihood = -62.037003

Iteration 1: log pseudolikelihood = -35.02164
Iteration 2: log pseudolikelihood = -28.939584
Iteration 3: log pseudolikelihood = -28.298041
Iteration 4: log pseudolikelihood = -28.287404
Iteration 5: log pseudolikelihood = -28.287392
Iteration 6: log pseudolikelihood = -28.287392

Ordered logistic regression Number of obs = 67

Wald chi2(4) = 24.31
Prob > chi2 = 0.0001
Log pseudolikelihood = -28.287392 Pseudo R2 = 0.5440

Robust
psordered Coef. Std. Err. z P>|z| [95% Conf. Interval]

qpmsindex 2.603427 .9427983 2.76 0.006 .7555764 4.451278

qigindex 2.74879 .9634027 2.85 0.004 .8605557 4.637025
pmsuindex 1.555007 .8008396 1.94 0.052 -.01461 3.124624
upmsindex 2.448801 .7634193 3.21 0.001 .9525266 3.945075

/cut1 30.32411 6.712179 17.16848 43.47974

/cut2 31.82855 6.960261 18.18669 45.47041
/cut3 37.85153 8.052753 22.06842 53.63463

xxii