Abstract
The study aimed to establish the relationship between project implementation, risk management practices and project success for projects implemented by NGOs in Iganga Municipality. The study used a quantitative, correlational and cross-sectional survey design. The sample consisted of 117 respondents who included project managers, their assistants, and accountants of 45 projects implemented by NGOs in Iganga Municipality. Data was collected using a self-administered questionnaire and analysed using statistical packages for social scientists (SPSS). This study discusses project implementation and risk management practices as the issues involved in project success and or failure. The study concluded that project implementation and risk management practices were significant in improving project success. This study recommended that NGOs in Iganga Municipality need to put much emphasis on project implementation and risk management practices as a way of improving project success as their correlation is significant.
Highlights
According to Adams and Barnd (1997), project success is the ability of the project to achieve its goals like time, cost, performance, quality, safety, and so on of the contractual parties established and put to test
This implies that an improvement in risk management practices results in project success whereas poor risk management practices result in project failure
It is noted that project implementation in terms of planning, operations and control affects risk management practices like identification, assessment, monitoring and response of projects
Summary
According to Adams and Barnd (1997), project success is the ability of the project to achieve its goals like time, cost, performance, quality, safety, and so on of the contractual parties established and put to test. Project success has been defined by the criteria of time, budget and deliverables (Atkinson, 1999). According to Baccarini (1999), a project is only successful if it comes on schedule, on budget, achieving the deliverables originally set for it as well as being acceptable and used by the clients for whom the project was intended. Juttner et al, (2003) emphasises that risk-taking of projects equals decision making under uncertainty and any strategic choice has certain risk implications and this explains why a project should embed risk management initiatives for its success. Juttner et al, (2003) emphasises that risk-taking of projects equals decision making under uncertainty and any strategic choice has certain risk implications and this explains why a project should embed risk management initiatives for its success. Jiang and Heiser (2004) contends that risk management is a structured approach to managing uncertainty related to a threat, through a sequence of human activities including: assessment, strategy development to managing it, and mitigation of risk using managerial resources
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