Abstract
This article reports the findings of an empirical study of the problems of developing Project Management (PM) practice in Ghanaian organisations. Based on previous research and survey data, the characteristics of the project life cycle (PLC) are used as a basis to examine the nature, type and severity of the problems encountered by organisations implementing projects. It is also used to determine the extent and relevance of PM usage: concepts, methods and application. It is concluded that although PM is important, legitimate and relevant, its practice in Ghana has been fraught with problems. Some recommendations for overcoming these problems are also made, and it is recommended that further research is required in order to ascertain the nature of PM practice and to gauge the attitudes and opinions of people involved in projects in Ghana.
Highlights
Project Management as a distinct management concept has been used as a management tool by organisations across industries to achieve a broad spectrum of objectives
In the field of development economics, project management has been used as a vehicle to drive the economic development aspirations of developing countries like Ghana
Project management has evolved into an accepted scientific way of managing programmes, projects and entities in a way that is different from traditional management but which meets the objectives of its practitioners
Summary
Project Management as a distinct management concept has been used as a management tool by organisations across industries to achieve a broad spectrum of objectives. In the field of development economics, project management has been used as a vehicle to drive the economic development aspirations of developing countries like Ghana. Project management is useful for both private sector and public sector development. Hinson (2004) has, for instance, noted that there has been an ‘expansion and intensification of competition’ in Ghana’s banking sector. With an increase in competition in Ghana’s business sector, astute project management practices could become a source of differential business advantage. Projects are themselves comprised of many inter-related elements including the tasks to be performed, methods to be employed, resources to be committed, and the environ-
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