Project Management Principles Research Articles

Integrating project management with advanced cooling solutions for data centers: A path to enhanced energy efficiency

Data centers play a crucial role in modern digital infrastructure, but their energy consumption and associated carbon footprint are significant concerns. Among the various energy-consuming components of data centers, cooling systems stand out as major contributors. This paper explores the integration of project management principles with advanced cooling solutions to enhance energy efficiency in data centers. By effectively managing projects and implementing innovative cooling technologies, data center operators can achieve significant reductions in energy consumption and operational costs. The integration of project management practices with advanced cooling solutions involves several key steps. First, project management methodologies such as Agile or Waterfall are applied to plan and execute the implementation of advanced cooling technologies. This includes assessing current cooling systems, identifying suitable advanced solutions, and developing a timeline for implementation. Next, advanced cooling solutions such as liquid cooling, containment systems, or free cooling are deployed to reduce the energy required for cooling data center equipment. One of the primary benefits of integrating project management with advanced cooling solutions is enhanced energy efficiency. Advanced cooling technologies can significantly reduce the energy consumed by data center cooling systems, leading to lower operational costs and a smaller carbon footprint. Additionally, the use of project management methodologies ensures that the implementation of these technologies is carried out efficiently and effectively. Furthermore, this integration can lead to improved data center performance and reliability. By optimizing cooling systems, data center operators can ensure that IT equipment operates within optimal temperature ranges, reducing the risk of overheating and downtime. Additionally, the implementation of advanced cooling solutions can future-proof data centers against increasing heat loads from high-density computing equipment. In conclusion, integrating project management with advanced cooling solutions offers a promising path to enhance energy efficiency in data centers. By adopting this approach, data center operators can achieve significant energy savings, reduce their environmental impact, and improve overall operational efficiency.

Analysis of project management principles with the Scrum framework in systems development

Objective: Demonstrate a case study on project management using the Scrum framework in the development of systems for a public organization. Design / Methodology / Approach: The research method used in the Case Study is an exploratory research with a qualitative approach, through data collection, application of a structured questionnaire to Stakeholders, Scrum Master and Product Owner and analysis of the artifacts generated. Results: The work demonstrated the factors that affect the effectiveness application of the Scrum framework, highlighting bad practices and barriers related to the understanding of business and products, which reduce the ability to deliver quality and value, ineffectiveness of the method application. Research limitations: the number of interviewees in the organization, for further analysis in the case study. Originality/Value: while previous studies focus on the application of the Scrum method in private companies, this paper presents a case study from the perspective of a public organization.

Assessing the role of LNG in global carbon neutrality efforts: A project management review

This paper review explores the role of LNG in the context of global carbon neutrality efforts. It examines various aspects such as the current state of LNG usage, its environmental impacts, technological advancements, regulatory frameworks, and the challenges and opportunities associated with its integration into the energy mix. Through a comprehensive analysis, this review aims to provide insights into how project management principles can facilitate the effective implementation of LNG projects to support the transition towards a carbon-neutral future. The transition to a carbon-neutral global economy is an imperative challenge of the 21st century, necessitating a profound shift in energy systems and practices. At the forefront of this transition, liquefied natural gas (LNG) has emerged as a potential bridge fuel, offering a pathway towards decarburization. This project management review delves into the multifaceted role of LNG within the context of global carbon neutrality efforts, examining its current usage, environmental implications, technological advancements, regulatory frameworks, and the associated challenges and opportunities. Through a comprehensive analysis, this review aims to shed light on how project management principles can effectively facilitate the implementation of LNG projects to support the transition towards a carbon-neutral future. LNG's emergence as a potential bridge fuel stems from its relatively lower carbon intensity compared to other fossil fuels. As nations strive to reduce greenhouse gas emissions and meet their commitments under the Paris Agreement, LNG presents an opportunity to mitigate climate change while addressing energy security and economic development objectives. However, a nuanced understanding of LNG's role requires a thorough examination of various dimensions. Firstly, the current state of LNG usage underscores its growing significance in the global energy landscape. With LNG trade reaching record highs in recent years, countries are increasingly turning to LNG to meet their energy needs. Major LNG-producing nations such as Qatar, Australia, and the United States have invested in liquefaction infrastructure, enabling the export of LNG to markets around the world. Additionally, LNG is utilized across diverse sectors, including power generation, industrial processes, transportation, and residential heating, highlighting its versatility and applicability. Despite its potential benefits, LNG is not without environmental impacts. The extraction, production, and transportation of natural gas, the primary component of LNG, can result in methane emissions, a potent greenhouse gas. In conclusion, LNG has emerged as a potential bridge fuel in the transition towards a carbon-neutral global economy. Its relatively lower carbon intensity, versatility, and scalability make it a viable option for reducing greenhouse gas emissions while meeting energy demand. However, realizing the full potential of LNG requires careful consideration of its environmental impacts, technological advancements, regulatory frameworks, and associated challenges. By applying project management principles, stakeholders can effectively navigate the complexities of LNG projects and contribute to the achievement of global carbon neutrality goals.

A review of sustainable project management practices in modern LNG industry initiatives

This paper presents a comprehensive review of sustainable project management practices within the modern LNG industry, aiming to analyze the strategies, challenges, and opportunities associated with sustainable development in LNG initiatives. The literature review encompasses an examination of sustainable project management principles, emphasizing the importance of environmental stewardship, social responsibility, and economic viability in LNG projects. Case studies from various LNG initiatives worldwide are analyzed to identify best practices and frameworks for integrating sustainability into project management methodologies. These studies highlight innovative approaches such as carbon footprint reduction, community engagement programs, and economic diversification strategies, demonstrating the multifaceted nature of sustainable project management in the LNG sector. Methodologically, this review adopts a systematic approach, utilizing established criteria for selecting and analyzing relevant literature and case studies. Data collection methods include extensive literature searches and case study analysis to gather insights into the implementation and effectiveness of sustainable project management practices in the LNG industry. The findings reveal a growing trend towards the adoption of sustainable practices in LNG projects, driven by regulatory requirements, investor preferences, and stakeholder expectations. However, several challenges persist, including technological limitations, regulatory complexities, and cost implications. Nonetheless, these challenges present opportunities for innovation and collaboration, fostering the development of new technologies and strategies to enhance sustainability in LNG project management. In conclusion, this review underscores the importance of sustainable project management in the modern LNG industry, emphasizing the need for proactive measures to address environmental, social, and economic concerns while meeting energy demands. The insights provided offer valuable guidance for industry stakeholders, policymakers, and researchers seeking to advance sustainability objectives in LNG initiatives.

Unleashing excellence: using a project management approach to effectively implement a simulation curriculum to improve residents’ preparedness

BackgroundIntegrating innovative, simulation-based training programs into medical curricula frequently encounters familiar challenges, including scepticism, limited faculty time, and financial constraints. Recognized for its success in business projects, the Harvard Project Management Theory emerges as a promising approach to optimizing the implementation process and achieving sustainable success. This study endeavours to elucidate the application of project management theory in our implementation process and assess its impact on the clinical preparedness of novice residents.MethodsThe research utilized a structured four-phase implementation strategy—Planning, Build-up, Execution, and Closing—to develop a simulation-based education curriculum. Incorporating project management tools like project charters and risk management tools played a crucial role in facilitating the effective implementation of standardized processes and improved clinical outcomes. Essential components of this innovative management approach encompass stakeholder engagement, milestone definition, and the alignment of institutional policies and processes.ResultsA collective of 395 residents actively engaged in eight monthly simulation-based events, reflecting an average participation rate of 39 residents per lecture (± 19). A noteworthy enhancement was observed in the average rating for knowledge gain, with a significant improvement from 5.9/10 to 8.8/10 (p = 0.0001). Participants highlighted the program’s considerable impact on future clinical practice (4.7/5) and teamwork (4.8/5) as particularly valuable aspects. The introduction of a novel organizational structure received favourable feedback from faculty members, with a notable rating of 4.8/5 for predictive time planning. Qualitative insights from the evaluation highlighted the significance of targeted incentive schemes in optimizing the implementation process.ConclusionThis project underscores the constructive influence of project management principles in designing simulation-based curricula, explicitly focusing on stakeholder engagement, faculty motivation, and data utilization. Adopting the Harvard Project Management Approach emerges as a catalyst for heightened success in curriculum design, contributing to enhanced emergency preparedness among novice residents. The positive outcomes observed in this study provide valuable insights for future implementations, offering a foundation for refining and optimizing medical education programs to meet the evolving needs of learners and stakeholders alike.

Organisational Change as A Project Management Process, Using the PMI Approach

It can be argued (Todnem,2005) that the successful management of change is crucial to any Organisation/ project to survive, be developed and succeed in the current competitive and continuously evolving business environment. However, theories and approaches to change management currently available are often contradictory, mostly lacking empirical evidence and supported by unchallenged hypotheses concerning the nature of organisational change management. The purpose of this article is, therefore, to provide a review of some of the main theories and approaches to organisational change management as an important first step towards constructing a new framework for managing change. Having as fundamental basis the Change theories and the principle of project management compose a change process based on project management principle and steps. The purpose of this article is, therefore, to provide a review of theories and approaches currently available in a bid to encourage further research into the nature of organisational change with the aim of constructing a new and realistic framework for the management of it. This article will concentrate on the main characteristics of change the relative theories, the commons between the project management process and change and proposed a project management way facing any organisational change. The article concludes with recommendations for further research.

Teaming in Graduate Medical Education: Ward Rounds and Beyond.

Teamwork in graduate medical education (GME) is often hindered in clinical learning environments where discontinuity among residents, supervisors, and other health care professionals is typical. Teaming is a conceptual approach to teamwork in dynamic environments with constantly changing team members and goals. Teaming is built on principles of project management and team leadership, which together provide an attractive strategy for addressing teamwork challenges in GME. Indeed, teaming is now a requirement of the Accreditation Council for Graduate Medical Education Clinical Learning Environment Review program. However, many clinician-educators and leaders may be unfamiliar with teaming and how to integrate it into their GME programs. In this article, the teaming framework is described with a specific example of how it can be applied to improve hospital ward rounds, a common setting of teamwork breakdown. The goal of this article is to educate and encourage GME leaders as they learn new ways to implement teaming to improve patient care and education in their programs.

ПОВЫШЕНИЕ ЭФФЕКТИВНОСТИ УПРАВЛЕНИЯ БАНКОМ

The purpose of the study. Оn the basis of the analysis carried out, reflect the features of the efficiency of managing the activities of a commercial bank and develop measures aimed at improving the efficiency of the bank in conditions of unstable characteristics of the external environment of operation. Materials and methods. In this work, methods of theoretical research, comparative analysis and generalization, methods of analogy, quantitative and qualitative analysis, tools of a systematic approach, methods of economic and statistical analysis, methods of graphical and tabular visualization of theoretical and empirical material were used. Results of the study. Based on the analysis carried out, this article examined the features of approaches to management in the organization, as well as reflected the common options for classifying decision-making methods in management, the main approaches aimed at effective management of innovations in the banking sector and assessment of management decisions. The criteria of this assessment were analyzed, including the consideration of financial services in the context of digitalization, an assessment of the competitiveness of a commercial bank was given, and the principles of managing a credit institution were presented. With the help of an Internet survey, consumer behavior and demand generation were analyzed based on knowledge of the economic foundations of organizations’ behavior, and the main factors of purchasing behavior were identified. Based on the analysis, the main measures aimed at improving the efficiency of the credit institution are proposed. Conclusion. The study reflects the importance of organizing a project office that will take into account the principles of project management in the field of banking. The organization of the project office will not only improve the efficiency of the bank’s management, but also create a project risk management system and thereby eliminate shortcomings in the current management system.

Project management of the lifecycle of students' research projects in higher pharmaceutical education

Management of students' research activities in recent years has been following the principles of project management, which involves the inclusion of project lifecycle management models. The aim is to determine the possibilities of using project lifecycle management models based on the Project Management Institute Project Management Body of Knowledge-6 methods in the research projects made by students receiving higher pharmaceutical education. The models under study are rigid (cascade, iterative, V-model) and flexible models (Agile models, AZ model). The assessment was carried out by 19 experts in the fields of knowledge of the Six-Pointed Star Project Management Body of Knowledge model according to the Likert scale. It has been established that rigid and flexible models can be selectively applied in the research of junior and senior students, depending on the priority of individual areas of knowledge of the Six-Pointed Star Project Management Body of Knowledge model and the scale of work. Among rigid models, the iterative model and the V-model were better than the cascade model in some areas of knowledge and at a certain scale of the research project. Among flexible models, Agile models outperformed the AZ model in terms of time and cost, and the AZ model was better than Agile models in terms of quality and risk. The preferential opportunities for the application of project lifecycle management models in the students' research projects in each of the fields of knowledge of the Six-Pointed Star Project Management Body of Knowledge model have been shown. For a more detailed study of the process of choosing a project lifecycle management model for students' research projects, it is necessary to create an algorithm for this process.

Effective Project Management Contribution on Project Success: A Review Article on the Building Sector in Ghana

Objective: The purpose of this research is to find out how effective project management contributes to a successful project outcome.
 Methods: The studies used a cross sectional study design. It was a quantitative study. Data was collected among project managers and team of industrial companies. Correlation was used to analyze the correlation between project management and project success. 
 Results: The review of the studies indicates as follows; according to Akewushola et al. [1], companies' bottom lines have no impact on project quality management, according to the null hypothesis. Based on Pace's Pearson's correlation coefficient test findings, the technology group showed a relatively positive association between the project management approach and the project's reported success [2]. Contractors and customers were satisfied with the outcome of the project in Dinesh and Gangaram's [3] study.
 Conclusions: When projects adhere to certain project management principles, the likelihood of success for a company's initiatives is significantly enhanced.

Infrastructure projects of road traffic management: management methodology selection

The implementation of projects in traffic organization requires the selection of a necessary methodology that will contribute to its success. Most commonly, traffic organization refers to the management of traffic flows, but this is not entirely accurate. Traffic organization is defined as a set of measures aimed at ensuring safety and comfort conditions for traffic. Given the modern context and trends, we can talk about supporting the principles of sustainable development and ensuring national defense capability and security. Such activity consists of several stages, some of which can be implemented as a chain of sequential steps, while others can be introduced step by step with feedback and the implementation of current improvements. The proposed research results focused on selecting the necessary methodology for implementing infrastructure projects on traffic organization, taking into account the subject area. Based on a detailed analysis of the subject area and existing project management methods, approaches, principles, and frameworks, a syncretic approach was proposed for implementing these projects. This approach includes the use of a waterfall model and a combination of Scrum principles and Kanban agile development methods. The research is one of the initial outcomes of the scientific research project 'Methodology of Project Management for Modernization of Traffic Organization in the Military and Post-War Reconstruction of Territorial Communities,' registered under number 0123U101943, and is funded by the state budget of Ukraine. The results of this research will form the basis for further studies related to the exploration of the fundamental principles of sustainable development in the context of traffic organization and the development of a project management methodology for the modernization of traffic organization in the military and the post-war reconstruction of territorial communities.

Development of Theoretical and Methodological Approaches to Public Administration: From The “Iron Cage” Bureaucracy to Digital Governance and Client-Centeredness

This article presents an analysis of classical (“Old Public Administration”, “New Public Management”, “Good Governance”) and relatively new approaches in public administration (E-government, Digital Public Administration, client-centered, process and project approaches). The purpose of the study is to conduct a comprehensive analysis of each approach and explore how their combined use can lead to more effective delivery of public services. The study used the method of a systematic literature review of relevant scientific sources, followed by a comparative analysis of the key features and characteristics of each approach. The results of the analysis show that each approach has unique contributions and limitations, and their effectiveness depends on a number of contextual factors. Old Public Administration focuses on hierarchy, rules and procedures and is effective in ensuring administrative efficiency and accountability. New Public Management emphasizes market principles, such as results-based budgeting, decentralization and competition, and aims to improve efficiency, effectiveness. Good Governance emphasizes democratic values, transparency, accountability and citizen participation in decision-making processes. E-government and digital government approaches aim to use technology to improve the efficiency of government, accessibility and quality of public services. The customer-centered approach focuses on understanding the needs and preferences of citizens and providing customized services that meet their expectations. The process approach emphasizes the importance of systematic planning, implementation and evaluation of public policies and services to achieve the desired results. The project-based approach focuses on the use of project management principles, such as stakeholder engagement, risk management and performance monitoring, to implement complex public projects. The design and implementation of public policies and services must take into account the context, citizen needs and preferences, and broader societal interests. The study emphasizes the importance of continuous learning and adaptation in public administration to meet the changing challenges and needs of society. The study concludes that there is no one-size-fits-all approach to public administration, and a multifaceted approach is necessary for the effective and efficient functioning of the state apparatus.

Leveraging agile and waterfall project management approaches in educational design

This poster showcases both agile and waterfall project management principles in educational design, specifically within the Canvas@AUT project. With the ambitious goal of developing 1753 courses in Canvas within a limited timeframe, the project presented significant challenges that demanded a flexible approach. The poster explores the integration of these two distinct project management methodologies and their role in establishing an effective and adaptable educational design practice and timeline. By synergistically combining the strengths of both waterfall and agile project management, this seemingly insurmountable Canvas@AUT project was successfully completed. A waterfall project management approach was employed to provide structure and ensure a systematic progression through the various stages of course development. Each ten-week course development cycle was structured in distinct stages. By adhering to defined milestones and deliverables, the team could effectively monitor progress, manage dependencies, and maintain accountability. The sequential nature of the waterfall approach with its distinct stages facilitated a comprehensive and well-coordinated design process (Gardner et al., 2017; Gawlik-Kobylinska, 2018). These stages provided structure and guidance for learning designers (LDs) in course development, particularly during the initial phase of the project when the LDs were new to their roles. By incorporating agile project management principles, the team embraced iterative approaches, enabling ongoing feedback and adjustment. This facilitated continuous improvement and ensured that evolving requirements and stakeholder feedback were effectively integrated. Agile practices, such as daily stand-up meetings, retrospectives, kanban boards, project Planner board, and weekly working meetings, enhanced adaptive decision-making and collaboration among team members were adopted (Judd & Blair, 2019; López-Alcarria et al., 2019). Technologies, including Microsoft Teams, further supported efficient communication, task tracking, and engagement within the project team. This approach proved invaluable when the entire team was forced to work remotely due to an extended lockdown, allowing for a seamless move to online working. The team was able to meet all the deliverables and complete the project on time in spite of the challenging circumstances. The poster presents the valuable implications for educators, educational designers, and leaders who are embarking on similar initiatives. The integration of agile and waterfall approaches enabled a hybrid approach that brought together the flexibility and responsiveness alongside the structured and milestone-driven framework (Ní Shé et al., 2021; van Rooij, 2022). This combination proved instrumental in overcoming the challenges inherent in a project of this scale, ensuring timely course development and a successful migration to Canvas. This hybrid approach also enabled the project team to achieve a harmonious balance between adaptability and structured progress, ultimately leading to the project's success: the development of 1753 courses within the designated timeframe and under the allocated budget. The principles and strategies that we have employed hold broad relevance for the wider educational community. Educational institutions around the world face similar challenges in transitioning to new learning management systems and enhancing their course offerings. The emphasis on iterative development, stakeholder engagement, and systematic planning can be applied to various educational design contexts that seek to improve course quality and efficiency.

Organizing projects with blockchain through a decentralized autonomous organization

Blockchain and its related concept of decentral autonomous organization (DAO) is starting to influence project management. But how might project management supported by blockchain technology look like? And how would such a new form change and affect traditional project management? Not many concepts have been designed or even implemented yet. We chose an experimental framework to answer the first aspects of these questions. We developed a Decentralized Autonomous Project Organization (DAPO) and conducted an experiment to study the impact of blockchain on traditional project management. We show that such a blockchain-based approach can support the management of simple projects. Further, a fair and clear incentive scheme seems crucial and influences the way team members engage in the work. Also, more decentralized project management increases the importance of social aspects-related project management principles such as teamwork, self-organization, and cultural aspects, while principles related to budget, objectives, and schedule remain unchanged.

Theoretical and methodological principles of international project management in institutions of higher education

Theoretical and methodological principles of international project management in institutions of higher education

IMPLEMENTATION OF CORPORATE INNOVATION SYSTEM MODEL: CASE STUDY

Purpose- Corporate Innovation Systems (CIS) should be established for innovation to be managed effectively and sustainably in organizations as a means of global competition. There is a need for system designs that allow this process, which is iterative, interactive and risky by its nature, to be managed in a way that reflects the strategies, culture and original structure of the company. In this study, it is aimed to examine the phases followed within the scope of the corporate innovation system model applied in the focused innovation mentoring program attended by a company in ISO500. Methodology- The corporate innovation system was examined in depth with the case study of qualitative research techniques. It is possible to make theoretical propositions by making analytical generalizations with the case study method. For this reason, data were collected by conducting semi-structured interviews to examine the corporate innovation system in the company within the scope of the study. Findings- It is seen that the participatory approach is exhibited in the adaptation of the CIS model proposed in the innovation management system design within the company, it focuses on competence development, a transparent and fair idea management system is designed, project management principles are applied, and an inclusive distribution of responsibilities is realized through committees. Conclusion- To provide sustainable innovation performance in companies, there is a need to create corporate innovation systems that are open to continuous improvement and development, in which the original characteristics of the institution are reflected, senior management support is provided, extended to internal and external stakeholders, a common language and perception are created. Keywords: Innovation, management system, innovatiın process, innovation management JEL Codes: M10,M11,M12

REASONS, CHALLENGES AND STRATEGIES FOR IMPLEMENTING AGILE IN TODAY’S UNPREDICTABLE ENVIRONMENT

Irma Chkhaidze
 E-mail: chkhaidze.irma@bsu.edu.ge 
 Associate Professor, Batumi Shota Rustaveli State University 
 Batumi, Georgia
 https://orcid.org/000-0003-4430-181X 
 Abstract. This article explores the efficacy of the Agile method in managing business projects, which enables companies to attain a competitive edge and sustain dynamic capabilities amidst rapidly evolving global circumstances.
 The article focuses on the "Agile" transformation, which is identified as a key priority for companies facing unpredictable changes in both the global context and in Georgia. This transformation is being implemented gradually, in line with contemporary challenges, and involves reshaping the hierarchical structure of organizations and redistributing functions based on employees' abilities, with the goal of creating professional teams. Consequently, the study aims to develop a strategy for efficient project management in Georgian companies and explore effective ways to implement it.
 The research findings uncovered the primary obstacles to companies transitioning to the method of rapid management of innovative business projects: challenges pertaining to organizational culture, resistance to change, lack of management support, unmotivated teams, and low skills among team members.
 The challenges associated with implementing the Agile methodology in the project management process were identified as follows: gaining competitiveness in the international and regional market, limited practical experience in IT Agile, and introducing innovations that do not align with user needs when using the waterfall method.
 The positive aspects of the rapid management of innovative business projects were assessed as follows: flexibility, customer collaboration, enhancement of goods and services through the implementation of short cycle processes, and incremental innovations aimed at meeting customer requirements.
 Through research, the alignment of the values of companies utilizing modern project management methods in Georgia with the principles of Agile project management was examined. These principles include teamwork, increased autonomy, high trust, customer feedback, enhanced adaptability to change, improved communication within and between teams, and the implementation of a results-oriented control process.
 The effectiveness of the Agile method was found to be contingent upon the development of a long-term motivational strategy. This strategy is based on two key factors: firstly, the creation and maintenance of a competent team, and secondly, ongoing collaboration with customers.

Методика стратегического управления проектами

The article presents strategic project management methodology developed to meet the relevant requirements and challenges faced by organizations in current business environment. The methodology includes an algo-rithm for strategic project management, a system of indicators for assessing the results of project implementa-tion and a mathematical model for optimal resource allocation. The relevance of the methodology develop-ment is determined by the importance of strategic project management in current conditions of instability, un-certainty and innovations implementation necessity. It enables organizations to effectively plan, analyze, moni-tor and coordinate project activities to achieve their overall strategic objectives. The study also provides an ex-tended list of prospective project management principles, which served as the basis for the development of an algorithm and a system of indicators for evaluating the results of such activities. The latter are categorized into groups, including assessment of the achievement of strategic objectives, the quality of task performance, the use of resources and the level of risks. The mathematical model for optimal resource allocation enables effi-cient resource management in projects, taking into account requirements and limitations. The said model is based on minimizing the use of available capacity while meeting the availability restrictions for each project task.

Empowering Users as a Principle of Construction Project Management

This systematic literature review aims to identify and compare the main participative approaches to empowering users in construction projects. Whereas different approaches are mobilized, findings suggest that research on project management has focused primarily on sponsors, who are in a position to control project resources, with users often being overlooked. This lack of involvement creates gaps between user expectations and delivered construction projects. The review therefore finds that, on principle and to assure added value, project managers should consider implementing a user-empowering approach right from the planning stage. Guidelines for practical considerations for a participative approach to project management are suggested.

IMPACT OF PROJECT PLANNING PRACTICES ON THE PERFORMANCE OF CONSTRUCTION FIRMS IN UGANDA: A CASE STUDY OF MASAKA CITY, UGANDA

Construction is a complex activity as it contains several inputs to achieve the desired objective. Efficient project plan practices have a significant impact on the performance of construction companies. Several companies engage in construction activity with little or no planning. This study investigated project planning practices among the construction firms in Masaka City, Uganda with a view to understanding their performances. Qualitative and quantitative techniques in a cross-sectional approach were used in this study. Data was collected from professionals working in 20 construction firms in the city making a total of 175 participants. Using questionnaires and interview guides. The data collected were analyzed using descriptive and inferential statistics with the aid of SPSS software. Three project planning practices were considered: Safety and Resource Planning (SRP), Equipment and Material Usage Planning (EMU), and Work Scheduled and Time Planning. The results showed that none of the companies fully complied with the requirement planning practices, which led to material wastage and delays in project delivery. The regression model formulated has a coefficient of determination of 77.45%, indicating that the model has the capacity to predict about 78% of the performances of construction firms. The study concluded that the poor performance of the firms is influenced by the lack of planning practices. It is therefore recommended that strict conformance and enforcement of the project management principles throughout the lifecycle of the project should be given more attention.