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Student Publications
Author: Ghadeer Al Wahaibi
Title:
Causes Of The Failures In Engineering Projects And Proper Solutions
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Acknowledgements
It is my pleasure to have some people who gave me great assistance,
support, advice and they shared experiences with me, which support
me
during my DBA study with this in mind that I take the opportunity of
acknowledging the following people, either personally, or through
their
organization or department.
First, I thank my supervisor, guide and mentor (Dr. Franklin
Valcin) for his
generous invaluable advice and positive direction throughout my DBA
study.
I acknowledge (Mrs. Cristina Tohill) for her continues
support from time to
time through out the course. In addition, all the professorial and
teaching
facilitators of the ATLANTIC INTERNATIONAL UNIVERSITY in HONOLULU,
HAWAII whom I approached were generous with their time and
assistance,
being prepared to offer help and advice when I lacked the knowledge
or
experience and I thank them all for their support.
2
Ghadeer
Rashid Al Wahaibi
ID: UD4431BMN10017
Subject: Project Management
Abstract
The aim of this thesis is to identify the route causes for the
failure in the
projects delivery and how the management education can help at best
level
and make a significant contribution to small enterprise solvency.
Research by Williams (1986) indicated that over 60% of insolvent
smal
projects owners gave one reason as ,,a lack of business/management
experience or skill.
This implies that significant percentages of projects insolvencies
were
avoidable, had the project owner/managers acquired further business
skill,
knowledge or support. That why we suggests that increased
business/management competencies may enable management blind spots
within the internal activity structure of some enterprises, to be
brought into
focus and so controlled (Williams, 1984).
This thesis undertakes research, to identify the contribution of
various
management education programs to most of the projects solvency. The
methodology used to test this contribution to business management
knowledge, comprised surveys of management education facilitators
and
program participants, by education institutions from Government and
private
Registered Training Organizations (RTOs) and Government and private
non-
RTOs. The objective was to determine, with quantitative surveys, if
a
significant difference could be established between educational
facilities
offered and small project owner/manager requirements, with the
intention to
make this an initial exploratory research.
The thesis examined perceptions of project owner/managers
participating in
management education programs and whether there is a contribution to
the
solvency of businesses from an educational framework that gives
projects
3
Ghadeer
Rashid Al Wahaibi
ID: UD4431BMN10017
Subject: Project Management
owners who lack crucial business/management skills, direction
towards
specific information, knowledge and abilities.
The intention was to bridge research gaps concerning levels of
project
solvency and skill-education available using four major types of
business
educational.
The study included interviews with project Engineers/managers
participating
in business programs to identify their perception of the
contribution by courses
to the solvency of their enterprises. The research examined whether
there
was a significant difference in certain clusters and competencies
between
researched management programs, to establish if completing any
program
affected positively
Since this, theses focusing on the effect of project Engineers
skills on The
project solvency, and checking the outcome positive and negative
feedback of
the impact of project management solvency to change there behaviors
Generally, there is a positive affects on Engineering solvency,
depending on
the degree of the project Engineer skill and experience the in field
that is why
we found during the research the following important points.
Predominantly male with education levels above high school level up
to
University certificate, aged between 26-47 years, having enough
theoretical
knowledge and some skill in their solvency and management, and
wanting to
focus on assistance from consultants on goals and business plans.
The negative points which revealed from this study:
Predominantly female with primary school or trade qualifications,
bur not
having university certificate, up to 25 years old or between the
ages of 48 and
55 years, are not interested in building business or management
skills. And
they did not focus on goal setting and the experience in project
management
with a little interest in working with mentors or consultants.
4
Ghadeer
Rashid Al Wahaibi
ID: UD4431BMN10017
Subject: Project Management
Indexes
Acknowledgements
2
Abstract
3
1- Chapter 1
10
Introduction
10
1.1 Thesis focus:
11
1.2. Background to the research
13
1.3. Research problem
18
1.4- Research model
21
1.5- Methodology
21
1.6- Research process
22
1.7- Data collection
24
1.8- Quality of this research
25
1.9- Definitions
26
Chapter 2
32
2- Research Methodology
32
2.1 Introduction
32
2.2 Research design
34
2.2.1 Research design alternatives
35
2.2.2- Exploratory
36
2.2.3- Descriptive
36
2.2.4- Explanatory
37
2.2.5- A combined quantitative and qualitative study
38
2.3- Research strategy
39
2.3.1- Assessment of research quality
40
5
Ghadeer
Rashid Al Wahaibi
ID: UD4431BMN10017
Subject: Project Management
2.3.2- Validity
40
2.3.3- Face validity
41
2.3.3.1- Content validity
41
2.3.3.2- Construct validity
42
2.4- Data collection
43
2.5- Survey questionnaire design
45
2.5.1- Interview instrument
46
2.6- Research justification
51
2.6.1 Benefit of this study
2.6.2 Outcome of research
52
2.6.3 Research gap
54
2.6.4- Limitations of this study
55
2.7- Chapter 2 Conclusions and Summery
56
Chapter 3 Background to and justification of research
58
3.1 Introduction
59
3.1.1 Overview and objectives of this study
59
2.1.1.1 Chapter 3 objectives
60
3.2- Project Engineer demographics
62
3.2.1- Projects managements entity demographics in Oman
65
3.2.2- Projects skills and failures
68
3.2.3- SE failure demographics
71
3.3 -National Project Management competency standards
73
3.3.1 Competency conversion into education programs
75
3.3.2 Application of competencies to management education
78
and development
3.4- Management education requirement:
82
3.4.1- Management competency
84
3.5- Support for education-competency development
85
3.5.1- Specific to required competencies
86
6
Ghadeer
Rashid Al Wahaibi
ID: UD4431BMN10017
Subject: Project Management
3.6- chapter 3 Conclusion
87
Chapter 4- Organisational culture and behaviours
88
4.1- introduction
88
4.1.1 - Project Management background
91
4.2- Parental influence
91
4.2.1- Career change
91
4.2.2- Political / Legal forces
93
4.2.3- Economic factors
93
4.2.4- Social/competitive forces
94
4.3- Industry forces
95
4.3.1- Endogenous factors
95
4.3.2- Business opportunity
96
4.3.3- Adequate capital and credit
96
4.3.4- Businesses/management competencies
97
4.3.5- Project management owner personalities
98
4.4- High energy level
99
4.4.1-Tolerance of ambiguity
99
4.4.2- Self-confidence
99
4.4.2.1- Awareness of passing time
100
4.5- Entrepreneurial business and management development
102
4.5.1- Knowledge of business methods
104
4.5.2- Project management competencies
105
4.6- chapter 4 Summary
106
Chapter 5
109
5.1- General Project Management competencies
5.2- Project Management Process
111
5.3- Organizing
112
5.3.1- Planning
112
5.3.2- Control
112
7
Ghadeer
Rashid Al Wahaibi
ID: UD4431BMN10017
Subject: Project Management
5.3.3- Leadership
113
5.4- Contribution of management competence in the project
113
5.4.1- Management skill
114
5.4.2- Technical and Experience skill
114
5.5- chapter 5 summery
115
Chapter 6
116
6.1- Management competency and education
6.2- How to improve the project management learning?
119
6.2.1- Self-help information dissemination
119
6.2.2- Adviser-assisted information
119
6.2.3- Education practitioner development.
119
6.2.4- Expert-driven general business management
120
6.2.5- Business management
120
6.3- Improving on competencies
121
6.4- Chapter 6 Summery and review
122
Chapter 7- Effect of project management education
125
7.1- Pedagogic approach
125
7.2- Androgenic approach
125
7.3- Result of available education
125
Chapter 8
127
8.1- The research finding
8.2- The survey result
129
8.3- Recommendation to reduce the Project failures
131
132
8.3.1- Project Initiation
8.3.2- Project pre start
134
8.3.3- Initiation Report
136
8.3.4- Project Outset
136
8.3.5- Project Schedule and Budgeting
137
8
Ghadeer
Rashid Al Wahaibi
ID: UD4431BMN10017
Subject: Project Management
8.3.6- Stage and Step Product Workflow
139
8.4- Project Organization
140
8.4.1- The Project Board
140
8.4.2- Project Manager
141
8.4.3- Project Engineer
141
8.4.4- Project Coordinators
142
8.4.5- Planning coordinator
142
8.4.6- Client Coordinator
142
8.4.7- Technical Coordinator
143
143
8.5- Determine Training Requirements
8.5.1- Project Control
144
145
8.5.2- Allocate Resources
147
8.6- Analyze the Risk in the project
Chapter 9- Conclusion and recommendation from this study
148
References
154
9
Ghadeer
Rashid Al Wahaibi
ID: UD4431BMN10017
Subject: Project Management
Chapter 1
Introduction:
Knowledge gathering for a project management remains solvent is
achieved
within the current business environment and influenced by
contemporary
global management developments (Frey, 2001, p.38). On that premise,
this
review begins with a brief history of management taking particular
note of the
environment relating to project holder/managed business. The review
continues by assessing knowledge and skill information available to
owners
and managers to build and develop management skills.
Exogenous and endogenous influences requiring management
competencies
for continued solvency follow, before general enterprise and
personal
management competency skill identified in the literature are then
broken down
with an introduction to competency education facilities in 2003. The
literature
relates to both general business and industry specific.
Griffin (1999) suggests management knowledge requires continuous
learning.
Indeed, keeping abreast of current research and information, may
prevent
repeating mistakes made by others in the past. In addition, root
causes of
under-performance are often hidden behind core management
blind-spots.
Organizations should therefore regularly examine the existing
assumptions of
their structure and management practices (Drucker, 1994).
10
Ghadeer
Rashid Al Wahaibi
ID: UD4431BMN10017
Subject: Project Management
1.1 Thesis focus:
The focus of this study is projects management. This research
examines the
ability and capability contribution of management and project
engineers of
completing the project with fewer problems, concentrating on
perceived
participant requirements of the facilitating their education and
experience to
reach the aimed task and target
Because the important things which the managers and project
Engineers
should understand is that the projects always are around 50% of all
work
which can be carried out.
Due to that they can therefore be very important from economical
view. That
makes the subject of the project failures and analysis is worth
studying,
however it is not unusual the hear the question from some manager
and
engineer who are just starting there carrier (it is common sense) we
can they
are right to some extent because in general there is nothing in
herently difficult
about any concept, but the difficulties always appearing when we are
phasing
that in reality because the theory always different from practical
from this point
the reader will find the following objectives in this thesis:
I will demonstrate the importance of project management
understanding as a project Engineer specialist and how they can make
there own right, not forgetting the potential for the positive
contribution
which can improve the project out put.
I will demonstrate the systematic way of approaching the project
management.
The good and effective solution of progression from the starting of
the
project like making the plans, strategy, formulation up to execution
of
the project and subsequent activities.
11
Ghadeer
Rashid Al Wahaibi
ID: UD4431BMN10017
Subject: Project Management
Explaining the correct way of using the available tools and
techniques
which can applicable by the project manager at different stage in
the
project life cycle.
Well defining of the project manager and project engineer role in
the
organization and how they can be integrated.
Why all these study and research about the project management?
From the history we found it was a lot of change in the industrial
behavior for
example in late 18th century, national economies were dominated by
feudal
agriculture and, in matters of domestic and international economic
trade, after
that the merchants (Galbraith, 1994). The Industrial Revolution
utilized
application by power-driven machinery and as detailed evaluation of
new
business ideas and methods became known, more entrepreneurs were
able
to follow suit the development of cheap electricity.
In 19th century, the Modern Industrial Capitalist (MIC) age was
established
(Galbraith, 1994, p.1). Then from the beginning of the 20th century,
studies of
business structures and management procedures were carried out and
business managers increased their knowledge and understanding of how
to
achieve results beneficial to both shareholders (owners) and
employees.
The MIC system has developed with significant advances from that
time,
developing organizational structure, management skill and culture
systems
within enterprises (Daft, 1997).
This research I will try to examine the contribution of management
and project
Engineer education and experience to execute the aimed projects and
how
they can facilitate the educational out come.
As it appear from the research the small enterprises are play a
major role in
the industrial are where they can provide both employment and
goods/services.
12
Ghadeer
Rashid Al Wahaibi
ID: UD4431BMN10017
Subject: Project Management
The rationale for this study originated from major concerns
displayed by oil
companies since 960s, regarding the financial stability and
long-term
solvency. For example the Australian Bureau of Statistics (ABS) data
regarding Australian private sector solvency (2001c, Section 8127.0,
pp 10),
indicate that on average, over 90 000 small enterprises deregister
from the
Australian economic market each year, with 75% or over 67 500,
having
traded for less than 5 years (Berryman, 1993).
In this research also I will examine the amount if any that various
management courses and how this can impact on small enterprise
solvency.
Initial motivation for this research was to discover if it was
possible to identify
whether the high failure rate of projects, was caused through
business
education deficiency.
Management understanding and education development since the end of
the
19th century has had an important influence on management activity.
Growth in understanding offered project owner/managers opportunities
to
learn how to control and operate enterprises. The purpose of this
section is to
examine evolution of management concepts. In particular, development
of
management knowledge and style is reviewed, together with approaches
in
exercising authority.
Literature reviewed in this section, followed progress of management
research
leading to contemporary studies cantered on management education and
management development. This comprised history of enterprise
development
and internal mechanisms of enterprises over the 20th century.
Whilst this study cantered on project management, research carried
out for
this study relates to entities of all sizes. Regardless of entity
size this study
13
Ghadeer
Rashid Al Wahaibi
ID: UD4431BMN10017
Subject: Project Management
demonstrates that while each entity may be unique, there are certain
common
management features that is, in greater or lesser degrees,
observable
amongst them all (Daft, 1997).
Knowledge of organizations and management evolved, and theories
espoused reflect this development. To understand contemporary theory
of
organizations and how perspectives evolved, Robbins and Barnwell
(1994)
suggested researchers should analyze the history of management
styles and
philosophies.
14
Ghadeer
Rashid Al Wahaibi
ID: UD4431BMN10017
Subject: Project Management
1.2. Background to the research
Robbins and Barnwell (1994, p.5) defined organization theory as:
,,The
discipline that studies structure and design of organizations. To
date over the
last hundred years, researchers have studied the structure of
organizations
and suggested improvements through studying an enactment of
organizational design.
To keep the research relevant, this review of organizational theory
concentrated on the post-industrial revolution period that brought
scientific
studies into the area of management and production of goods and
services
(Hatch, 1997). The period under review began in the mid 19th century
when
thousands of people left the countryside and moved to the city.
Labour was
plentiful and some organizations offered workers very poor wages and
facilities, which inspired Karl Marx (1888) to predict that the
chasm between
rich owners and poor workers would revolutionise the social status
quo
forever. Whilst some of his predictions were realized, for example,
creation of
a strong middle class, many of his conclusions were not, such as a
workers
revolution (outside of Russia). However, this study is not concerned
with
sociological roles, influences and their consequences on industry.
This research concentrates on ,,classical management theory, which
focuses
on practical problems faced by owner/managers organizations and how
theories then became increasingly concerned with human behaviours in
organizations.
15
Ghadeer
Rashid Al Wahaibi
ID: UD4431BMN10017
Subject: Project Management
From 1900 to 1930, the first general academic theories of management
began
to appear. Frederick Taylor, a mechanical engineer in an American
steel
company, searched for the ,,one best way for manual work to be done
in order
to increase productivity (Robbins et al., 1998, p.713); this was
later called
"scientific management." Taylor believed, using a standard technique
or tool
increased efficiency, and people were motivated primarily through
financial
incentives (Griffin, 1999, p41). Taylor concentrated on improving
management
activities through his own scientific study and calculated that with
better tools,
sequencing and operator movement, productivity could be improved
(Robbins
et al., 1998, p.714). Whilst Taylor demonstrated importance of
compensation
as motivation and initiated careful study of jobs and tasks, he did
not consider
social aspects of jobs, or the fact that people had different
attributes.
Moreover, Taylors theory ignored individuality of workers (Daft,
1997, p.43).
Insolvencies are a substantial cost to the oil companies is differ
from one
country to other depend on the tax revenue, increased social
security benefit
outgoings to redundant employees and financial losses to unpaid
creditors,
which may in turn affect the solvency of those creditors (Berryman,
1993).
Figure 1.2 (page 5) sets out both numbers and percentages of
businesses
and employees in some countries especially in small enterprise
according to
(ABS Cat. No 1321.0 1999b). Businesses and employees in that sector,
including agriculture, forestry & fishing, number 1 051 500 or
94.55% of
entities and 3 368 200 or 39.86% of employees as cited Perry &
Pendleton
(1990, p. 7) note that within two years of registering an entity,
about 50% of
enterprises de-register. Failed small enterprise projects give many
causes for
insolvency including lack of funds, bad management or bad
leadership.
16
Ghadeer
Rashid Al Wahaibi
ID: UD4431BMN10017
Subject: Project Management
Perry & Pendleton (1990, pp. 7-8), also cite research by Professor
Alan
Williams (1986), who suggests major causes of insolvency as
financial
mismanagement (32%), management incompetence (15%), poorly kept
records (12%) and sales/marketing problems (11%). Williams asserts
that
overall, 60.5% of insolvent owners questioned in his study, gave one
of the
reasons for their insolvency as, ,,lack of business/management
experience and
skill (Perry & Pendleton, 1990, p. 8).
And we can found a lot of books which have publications explaining
how to
remain solvent, for example like what been written by authors
prepared to
share successful strategies, (such as Hardy, 1987, Harvey-Jones,
1994,
Gerber, 1995) or management and strategy scholars (such as Ohmae,
1982,
Porter, 1985, Daft, 1997, Drucker, 1998, Griffin, 1999). With all
this available
knowledge, together with assistance from accountants, bank managers,
business consultants and business courses, we have seen tens of
thousands
of businesses continue to become insolvent each year (Drucker,
1998).
17
Ghadeer
Rashid Al Wahaibi
ID: UD4431BMN10017
Subject: Project Management
1.3. Research problem
Every Project Manager and project Engineer has distinctive personal
characteristics, individual management styles, and their own
personal goals,
thus making each project unique. So it is suggested in the research
that the
proficiency in both general and specific project Engineer
competencies,
required by any small or medium project owners, may be found in
generic
management courses (Carland & Carland, 1990). It is also suggested
that
these courses may remove business project holder ,,blind spots,
enabling
small and medium project owner/managers to see clearly what is
needed for
their enterprise to function profitably and trade slovenly (Bureau
of Industry
Economics, 1990).
Essentially this thesis examines the argument that for project
owners lacking
business/management skills, consideration of the different styles
and content
of management development courses may offer guidance and direction
to
correct these inadequacies. In particular, this study considers the
perception
of course outcomes from participants and the quality and benefits
resulting
from androgenic and pedagogic teaching methods within available
management courses for specific industry types and needs.
From the research we can identify some major project in the oil
company
revealed over 94% of all entities and employ more than 39% of the
working
population. It was also pointed out entities are "fragile" in their
first five years
of existence (Berryman, 1993). According to reports by Bailey and
Royston
(1981) Beddall (1990) and Karpin (1995), to avert this high level of
early
deregistration, management education is regarded as desirable.
Projects
owner/managers are able to access a diverse miscellany of project
18
Ghadeer
Rashid Al Wahaibi
ID: UD4431BMN10017
Subject: Project Management
management education courses delivered currently in the market place
from
Government and non-government facilities.
However, according to reports produced by Meredith (1984), Dawkins
(1991)
and Williams (1992) and noted in section 3.6.1 and Table 3.2 (page
111), the
traditional pedagogic classroom based courses are largely unpopular
with
projects owner/managers, as they are too time consuming and too
generic, in
contrast to the more adult-oriented andragogic knowledge sharing
project
owner/manager courses, which are generally focused on the topic of
interest
to the participant and timed to be within the available period that
a projects
owner/manager can absent themselves from their enterprise (Carland &
Carland, 1990).
Justifies the study of teaching constructs involved in researching
management
education programs and their contribution to sustaining projects
solvency.
There are many project management courses and books available to
deliver
the information regarding necessary business skills. However, in
order to
ensure attendance/sales in sufficient numbers for a course/text to
be viable,
management courses and textbooks chosen for publishing tend to be
generic
and not industry specific. For that reason, using available
education or reading
existing literature alone, may not give projects owners a complete
range of
specific tools for the requirement of their unique businesses
Importance to
every project engineer
The academic reports such as Beddall (1990), Berryman (1993) and
Perry
(2001b) have identified a core reason for SE failure, as lack of
appropriate
management competencies. This study investigates competencies
required
and possible means by which project owner/managers would be able to
improve their management competencies.
19
Ghadeer
Rashid Al Wahaibi
ID: UD4431BMN10017
Subject: Project Management
Literature reviewed indicates that major projects in the oil
companies are
significant contributors to any national economy through job
creation and the
sustainable delivery of goods and services (Berryman, 1993). Since
the
1970s, the oil companies are recognition that educational support
was a
necessary adjunct to project Managers,
Engineers and project holders sustainability, saw the allocation of
these
companies resources towards various project managements development
programs as beneficial (Bailey & Royston, 1981, Beddall, 1990,
DEETYA,
1998, QDSD, 2000, ANTA, 2001b, DETYA, 2002).
The area where I think it needs more to be improved is to identify
the
difference between the perception of business management course
developers understanding of what is required by projects
owner/managers
and the needs and expectations of the projects Owner/managers that
participate in educational programs.
National standards identify competencies required for effective
management
performance. Competency standards are industry-based or general
business-
based.
20
Ghadeer
Rashid Al Wahaibi
ID: UD4431BMN10017
Subject: Project Management
1.4- Research model
The basic of this research which I am going to follow to make the
required
improvement to make effective management of this programs,
contribute to
maintaining solvency. The provisions of this study lead to
classifications of
core competencies, differentiation between general and specific
skill,
identification of effective methods of teaching the new project
engineers, and
assessment of their effectiveness. A map of the model will shows
sources of
project management and project Engineer competencies, specific and
general
skill and results culminating in a conclusion relating to activities
ensuring
solvency. This model is created following the detailed literature
review
1.5- Methodology
Research methodology will includes systematic and objective
effective data
gathering, recording and analyzing, then evaluating the different
between
concepts and theories to expand limits of knowledge. The research
design
method was to establish a means of knowledge transference acceptable
to
Engineering projects Management owner/managers while providing
enhanced
management and project Engineers the required education through
training.
The approach involved quantitative statistical analysis to draw
conclusions
and qualitative assessment of interviews to consider issues
resulting from the
conducted research.
21
Ghadeer
Rashid Al Wahaibi
ID: UD4431BMN10017
Subject: Project Management
1.6- Research process
This study proceeded through eight stages Operational steps
1- Studying and defining the a research problem
2- conceiving a research design
3- Finding an instrument for data construction
4- Selecting a practical and day to day example
5- Overall plan for research thesis
6- Collecting and analyzing the available data
7- Making all data in process
8- Finalizing and writing a report
Once the first step formulated, I will conduct appropriate
investigation as
mentioned above. When after the survey is ready for action.
Participant choice
of research was a cross-sectional design. This is ,,best suited when
aimed at
finding out the prevalence of a phenomenon, situation, problem,
attitude or
issue, by taking a cross section of a population (Babbie, 1989. p.
89). The
result gives an overall picture of the situation as it stands at the
time.
To identify the benefit of the education and practical experiences
for the
projects management and project Engineer to make this benefit is
contribution
to the task and target of the success of related medium and small
projects.
22
Ghadeer
Rashid Al Wahaibi
ID: UD4431BMN10017
Subject: Project Management
There are two surveys testing the components of the type of
education which
given to the project holder and project Engineer:
1- First survey carried out an assessment of management courses
offered
through available management educational institutions
2- Second survey using graduates who completed management courses of
institutes from the first survey, was also completed to assess
perceived
performance and benefits in improving there type of working skill.
23
Ghadeer
Rashid Al Wahaibi
ID: UD4431BMN10017
Subject: Project Management
1.7- Data collection
Research undertaken, involved a survey of designed and delivered to
Project
management and Project Engineer and how to evaluate this courses
defining
if there is any different whether delivered in line with the
perceived
competency expectations of their candidates or not. In addition to
that we will
find the added value to the course participants make sure they have
gain an
insight clear picture from the point of view of project
owner/managers and the
impact of courses on improvement in business competencies and the
solvency of their entities.
First we will try to establish if there a gap between project
management
training which currently available and competency-skills required.
Through the
second survey, comparisons and establishing reasons if any, for the
gap of
the parties involved was carried out. The purpose of this survey was
to obtain
information from defined populations, then collect data to
quantitatively
measure and compare results.
Through this, it was possible to resolve issues that were developed
at
commencement of the Study. In addition, this study selected across
all areas
of the project levels starting from project engineer up to project
management -
known as a cross-sectional design approach.
24
Ghadeer
Rashid Al Wahaibi
ID: UD4431BMN10017
Subject: Project Management
1.8- Quality of this research
Issues of the research quality and research findings are underpinned
to type
and methods used. Quality was assessed through benchmarking my work
to
the two questions.
1- "Will the measure and control of this research to similar results
on
different occasions?"
2- "Will different researchers make similar observations if they
copy this
method on a different occasion with different participants?"
These questions are satisfied where conclusions offer correlated
proof
sampled from a significant number of entities, that certain
management
educational courses, an appreciably higher positive attainment of
management skill retention was possible.
Then we need to make sure from the validity and practically can be
used in
the real live by given clear and satisfied answers. Like if the new
project
engineers are given the right training by good institutions, the
quality of the
course provider was what the recipient believed they received.
In final step to generalizing the research results regarding
abilities and
capability for each group together depending of age and experiences
from
previous jobs through asking different questions it is possible that
a new
approach to management courses could make a significant difference
that
was able to be generalized.
25
Ghadeer
Rashid Al Wahaibi
ID: UD4431BMN10017
Subject: Project Management
1.9- Definitions
Definitions
What follows clarifies definitions of terms in this research
Downsizing
The systematic reduction in managers and staff to
become more cost effective
Entrepreneurial
The radical transformation by entrepreneurs of national
revolution
economic and social structures over the last thirty years
Endogenous
Internal strengths and weaknesses relating to structure
factors
and culture, and resources of the entity, such as
knowledge, raw materials and labor
Dependent
This is the main variable that is the main factor of
variable
investigation
Epistemological
Theory of method on grounds of knowledge
Benchmarking
Through research the average performance indicators of
businesses in an industry. Used at gauge the position of
ones company against peer companies
Ethnography
To interpret the world of the research subjects in the way
in which they interpret it
26
Ghadeer
Rashid Al Wahaibi
ID: UD4431BMN10017
Subject: Project Management
Entrepreneur
A catalyst for change, optimistic, committed and
purposeful with certain abilities that appear significant
regarding project engineering operating success
Exogenous factors Opportunities or threats that include elements or
groups
such as local and federal taxes, foreign government
tariffs, changing raw materials prices, competitors and
changes in customer demand
Independent
Cause, influence or affect outcomes of the dependent
variable
variable either positively or negatively
Competency-
Clusters of related knowledge, attitudes and skill that
based skill
affect a major part of ones job; that can be measured
against well- accepted standards and be improved via
education and development
Case studies
Study involving details study of a small example of the
subject
Competency
A combination of traits, skill, motivations, knowledge and
focus which result in a performance outcome
Andragogy
Where teaching is a process of active enquiry
27
Ghadeer
Rashid Al Wahaibi
ID: UD4431BMN10017
Subject: Project Management
Adhocracy
A hierarchal project team implemented when considered
suitable by organizations that wish to establish and
disband project teams
in an ad hoc fashion
Ethno
The study of the way in which people create and
methodology
construct their way of life
Inferential
The methods used to find out something about a
statistics
population, based on a sample
Insolvency
A firm unable to meet financial obligations
Leadership
The ability to influence people toward the attainment of
goals
Locus of control
Belief in ones future accomplishment
Internal Business
Activities carried out by managers to develop their
department or enterer prize.
Mechanisms
These are derived through
learning how to plan, lead, organize and control their
work place
Ontology
Fundamental beliefs
28
Ghadeer
Rashid Al Wahaibi
ID: UD4431BMN10017
Subject: Project Management
Organization
A consciously coordinated social entity, with a relatively
identifiable boundary, that functions on a relatively
continuous basis to achieve a common goal or set of
goals
Moderating
This variable moderates the original relationship between
variable
the independent and dependent variables
Organizational
The study of human behavior, attitudes and performance
behavior
in organizations
Pedagogy
Indoctrination method of teaching by stating facts and
spaced
repetition
Organizational
The discipline that studies the structure and design of
theory
organizations
Phenomenology
An approach concentrating on presenting the quality of a
situation rather than a statistical presentation
29
Ghadeer
Rashid Al Wahaibi
ID: UD4431BMN10017
Subject: Project Management
Organizational
The set of values, beliefs, behaviors, customs and
culture
attitudes that help an organizations members
understand what it stands for, how it does things and
what it considers important
Paradigm
A mind-set that presents a fundamental way of
perceiving and understanding the world
Quality Assurance Systemized documentation of management, production
and communication procedures, designed to achieve a
standardized performance or product
Positivist
An objective scientific approach, as applied to the
paradigm
measurement of a concept
Qualitative study
An inquiry process understanding social or human
problem, based on building complex holistic picture,
conducted in natural environment
Quantitative study Consistent with the quantitative paradigm, is an
inquiry into a social or human problem, based on testing
a theory composed of variables, measured with numbers
and analyzed with statistical procedures, In order to
determine whether the predictive generalizations of the
theory hold true
30
Ghadeer
Rashid Al Wahaibi
ID: UD4431BMN10017
Subject: Project Management
Variable
A discrete phenomenon that can be measured or
observed in two or more categories. For example,
gender, age social economic status, attitude or behavior
Total
Quality Continuous improvement through positive management
Management
activity and gaining of relevant knowledge
Theory Z
The application to western organizations of Japanese
management approaches
Theory Y
The assumption that people can enjoy work and
exercising responsibility
Theory X
The assumption that people dislike work and avoid
responsibility
Statistics
The science of collecting, organizing, presenting,
analyzing and interpreting numerical data for the purpose
of assisting in making a more effective decision
Solvency:
A situation where a firm is able to meet its financial
obligations
Reengineering:
Radical redesign of business processes to achieve
dramatic improvements in cost, quality, service and
efficiency
31
Ghadeer
Rashid Al Wahaibi
ID: UD4431BMN10017
Subject: Project Management
Chapter 2
2- Research Methodology
2.1 Introduction
The literature led to five research issues to investigate the
project
management root causes failures and participants using combined
quantitative and qualitative research methodology
The first issue related to surveys of Management Education Courses
(MEC)
and development program facilitators refers to the extent to which
participating education institutions design and delivered for
project
management programs reflecting the needs of participants.
The resulting analyses of that situation led to three further issues
linked to
users.
These were first, to identify whether project owner/managers chose
courses to
develop competencies set programs.
Second task was to determine if those project owner/managers benefit
from
these courses.
Third, an assessment was made to see if courses developed
competencies,
and finally to examine whether the courses were perceived to
contribute to a
measurable increase in solvency.
Methodology used in this research was a systematic and objective
process of
gathering, recording and analyzing data. The research was conducted
to
32
Ghadeer
Rashid Al Wahaibi
ID: UD4431BMN10017
Subject: Project Management
develop and evaluate concepts and theories and expand the limits of
knowledge (Zikmund, 1997).
Research can be either pure research, which is conducted to verify
acceptability of a given theory, or applied research undertaken to
answer
questions about specific problems.
Both pure and applied research use techniques or procedures that are
systematic and logical to help researchers confirm or disprove prior
conceptions (Zikmund, 1997). The design of this research project and
the
techniques used to analyze data.
33
Ghadeer
Rashid Al Wahaibi
ID: UD4431BMN10017
Subject: Project Management
2.2 Research design
Once the research objective is defined, the research design can be
planned
(Cavana et al., 2001), a theoretical model was developed and
variables
identified to find a solution for the business problem at hand,
examines the
elements of the research design to demonstrate how data was gathered
and
analyzed (Sekaran, 2003, p.117).
Research is defined by Clover and Balsley (1974, p. 1) as ,,The
process of
methodically obtaining accurate answers to significant questions by
the use of
scientific and systematic gathering and interpreting information. As
the
outcome of any study is influenced by the choice of research design,
determining the characteristics is a significant factor in the
quality of the
conclusion (Miller & Salkind, 2002, p.18)
The nature of information to be surveyed was both innately
quantitative, for
example the percentage of projects owner/managers that were being
instructed or guided in the use of and preparing business plans and
the
demographics of participants; and also qualitative, relating to the
level of
course participant satisfaction perceived greater by educational
institutions.
34
Ghadeer
Rashid Al Wahaibi
ID: UD4431BMN10017
Subject: Project Management
2.2.1 Research design alternatives
Social phenomena are generally complex, therefore choosing the right
design
for a research project is vital when looking for answers to research
questions
and controlling relevant variables.
How the study goes about answering the questions will determine the
outcome of the study and ,,the more variability, the more likely
differences
between groups will be detected (Miller & Salkind, 2002, p.19).
Research design is a master plan which specifies the methods and
procedures for collecting and analyzing data (Zikmund, 1997, p.48).
There are three main types of research: exploratory, descriptive and
explanatory or causal. The nature of research is a consequence of
the type of
or combination of studies to be carried out (Cavana et al., 2001).
35
Ghadeer
Rashid Al Wahaibi
ID: UD4431BMN10017
Subject: Project Management
2.2.2- Exploratory
Exploratory research is ,,initial research conducted to clarify and
define the
nature of a problem (Zikmund, 1997p. 37). Exploratory studies are a
,,valuable
means of finding out what is happening and gaining insights to
assess
phenomena in a new light (Saunders et al., 2000, p.97).
This research does not look for conclusive evidence to determine a
course of
action. Rather an indication was sought, that by examining the
contribution to
project management solvency of management education could lead to
further
causal research that could be used to increase the knowledge and
ability of
management in projects organizations.
2.2.3- Descriptive
Descriptive research is ,,designed to describe the characteristics
of a
population or phenomena (Zikmund, 1997p. 38). The object is ,,to
portray an
accurate profile of persons, events and situations (Saunders et al.,
2000,
p.97). This is often carried out to describe characteristics of
groups within an
organization or community (Sekaran, 2003, p.121).
This research measured the management education for a target
population
and created a picture of its contribution to project management
solvency.
Although errors cannot be eliminated, the aim was precise
description and
results based on statistical testing.
36
Ghadeer
Rashid Al Wahaibi
ID: UD4431BMN10017
Subject: Project Management
2.2.4- Explanatory
Finally, explanatory or causal research establishes that an activity
occurs as a
direct consequence of a particular activity (Zikmund, 1997, p.40).
This type of study is carried out to explain the nature of
relationships between
variables (Saunders et al., 2000, p.98) or establish differences
amongst
groups, or the independence of two or more factors in a situation
(Sekaran,
2003, p.124).
In this particular study, the relationship of variables considered,
was the
contribution of business management education to project management
solvency. Thus the type of research carried out was both exploratory
and
descriptive.
37
Ghadeer
Rashid Al Wahaibi
ID: UD4431BMN10017
Subject: Project Management
2.2.5- A combined quantitative and qualitative study
Combined approaches within the same piece of research may be
possible
and often advantageous (Saunders et al., 2000, p.90). Table below
summarizes some major differences between deductive and inductive
approaches to research.
Differences between quantitative and qualitative approaches
Quantitative emphasizes
Qualitative emphasizes
Scientific principles
Gaining an understanding of the
meanings humans attach to events
Moving from theory to data
The
need
to
explain
causal
relationships between variables
A close understanding of research
The collection of quantitative data
context
The collection of qualitative data
The operating of concepts to ensure
clarity of definition
The application of controls to ensure
validity of data
A highly structured approach
A more flexible structure to permit
changes of research emphasis as the
research progresses
Researcher independent of what is
A realization that the researcher is
being researched
part of the research process
The necessity to select samples of
Less concern with the need to
sufficient size in order to generalize
generalize
conclusions
Source: Adapted from Saunders, Lewis and Thornhill (2000) p.91
38
Ghadeer
Rashid Al Wahaibi
ID: UD4431BMN10017
Subject: Project Management
2.3- Research strategy
Ticehurst & Veal (2000, p2) quote Bennets (1991) definition of
research as: ,,a
systematic, careful inquiry or examination to discover new
information or
relationships and to expand / verify existing knowledge for some
specific
purpose.
There are a number of ways to carry out social science research,
such as
experiments, surveys, case studies, action research, histories and
secondary
analysis (Yin, 1994, p.1).
However, exercising the spirit of Bennets definition is important
when
choosing and designing the research strategy.
To determine the type of investigation being carried out,
consideration is given
to what result is required. If it is to discover that variable X
caused variable Y,
then a causal study is required. However in this study, a
consideration of
variables associated with the problem are under review, thus this
becomes a
study of correlation (Sekaran, 2003, p.126).
There are occasions when more than one strategy may be relevant
(Yin,
1994, p.9).
In this study, the purpose is to generalize from a population so
that inferences
can be made about various characteristics, attitudes and behaviors
of another
population being researched (Creswell, 1994, p.118).
The first survey assesses attitudes of project owner/managers,
changes to
business practices as a result of courses and benefits gained by
projects that
affected their solvency.
39
Ghadeer
Rashid Al Wahaibi
ID: UD4431BMN10017
Subject: Project Management
2.3.1 Assessment of research quality
This section examines assessments of research quality, establishing
the
validity of results, reliability of data and practicality of the
measurement tools
(Cooper & Schindler, 2001, p.210).
The instruments are requested to measure concepts accurately and
constructs measured are relevant to the tested issues (Cavana et
al., 2001,
p.209).
2.3.2- Validity
Validity of a measurement instrument is ,,the extent to which the
instrument
measures what it is supposed to measure (Leedy & Ormrod, 2001,
p.31).
The criteria for judging quality issues relating to method according
to Yin
(1994, pp32-38) are the construct validity, establishing correct
optional
measures for concepts being studied. Validated measures of high
quality
negate the necessity to re-establish their validity for each study
(Cavana et al.,
2001, p.322).
To achieve this level of validity, several validity tests may be
used before
carrying out the survey, to test the goodness of measures. Four
validity tests
follow to test the goodness of measures.
They are ,,face validity, content validity, criterion-related
validity and construct
validity (Cavana et al., 2001 p. 212).
40
Ghadeer
Rashid Al Wahaibi
ID: UD4431BMN10017
Subject: Project Management
2.3.3- Face validity
This is an assessment of the survey in regard to it being clear and
understandable to the subjects and is tested through a pilot survey
(Cavana et
al., 2001, p.212)
2.3.3.1- Content validity
Content validity is a function of how well the dimensions and
elements of a
concept have been delineated (Sekaran, 2003, p. 206) content
validity
ensures the survey contains sufficient measures to represent the
construct of
interest (Gauld, 2002, p.112). There are three tests for this first
from the
literature, secondly qualitative research and finally from the
judgment of a
specialist panel (Cavana et al., 2001, p.213).
Criterion-related measurement
Criterion-related validity is where the measure differentiates that
is either
known to be distinct, or can be measured to categorise entities on a
predictive
basis (Sekaran, 2003, p. 206).
This may be done through concurrent validity or predictive validity
(Cavana et
al., 2001 p.213).
Concurrent validity is established where the scale discriminates
between sets
that are known to be different (Sekaran, 2003, p.206) such as
competency-
based RTOs and non competency-based non-RTOs.
Predictive validity indicates the ability of the measuring
instrument to
differentiate among individuals regarding future criterion.
41
Ghadeer
Rashid Al Wahaibi
ID: UD4431BMN10017
Subject: Project Management
2.3.3.2- Construct validity
Construct validity measures either where the data obtained using the
two
populations or instruments are highly correlated or highly
uncorrelated
(Sekaran, 2003, p. 207).
This validity testifies as to the correlation of the results to the
theory from
which the issues were designed.
Two forms are convergent and discriminated validity (Cavana et al.,
2001
p.213).
Convergent validity is established where the results of two
different
instruments measuring the same concept return results that are
highly
correlated (Sekaran, 2003, p.207).
42
Ghadeer
Rashid Al Wahaibi
ID: UD4431BMN10017
Subject: Project Management
2.4- Data collection
The types and sources of data for the realism method of collection
Saunders,
Lewis and Thornhill (2000, p.224) cite the categorizes defined by
Delbridge &
Kirkpatrick (1994) by types of data generated through participants
as
,,primary, ,,secondary and ,,experiential.
Primary observations are those activities noted as they happen. They
are data
specifically collected in research where the researcher is the
primary user
(Ticehurst & Veal, 2000, p.82).
This is the firsthand collection of data by the researcher on
variables of
interest for the specific purpose of the study (Sekaran, 2003,
p.219).
That is information from focus groups or respondents relating to the
study,
whose opinions on the topic are sought.
The secondary data are sources in existence, such as company
records,
government publications or academic papers (Sekaran, 2003, p.219).
Secondary data could also be collected from earlier primary research
but may
be used a second time in current research. For this research, it was
possible
to approach data not fully exploited by original collectors of the
data and from
a different aspect.
There are a number of reasons for this, it is possible that the
original study
was researching a different aspect of the topic, or not in the field
that the new
researcher is studying, or that available data are open to
alternative
interpretations. It is the further analysis of this data that are
referred to as
secondary research (Ticehurst & Veal, 2000, p.82).
43
Ghadeer
Rashid Al Wahaibi
ID: UD4431BMN10017
Subject: Project Management
Finally, experiential data are the observations and feelings of the
observer
(Saunders et al., 2000, p.225). These experiential factors may be
collected as
a result of observations and discussions with multiple participants
(Cavana et
al., 2001).
An important factor in choosing a data collection method is
dependent on the
level of personal involvement of the researcher, rather than a
desire to
produce quantitative or qualitative data (McNeill, 1986, p.113)
Data analysis
The data analysis was completed in a series of steps and is
explained in
detail, section by section (Siegel, 1997, p.515).
These steps were first preparing for analysis, second getting a feel
for the
data, third testing "goodness" of data, and finally testing issues
(Sekaran,
2003, p.301)
The steps covered type of data required, manner in which data are
collected
and how data are reported (Saunders et al., 2000, p.327). The
results have
been presented in table form indicating information as output, thus
familiarizing the researcher with recorded data (Jankowicz, 1995,
p.190).
The report then broke down results, tabulates information, and
discussed the
dependent and independent variables, explaining their significance
(Jankowicz, 1995).
Finally the responses verified conclusions (Cunneen, 2002, p.180).
Data collection and analysis used a survey research study protocol
and
interview instrument. The techniques employed were designed to
support
statistical data analysis, for a methodology appropriate in support
of a small
number of cases.
44
Ghadeer
Rashid Al Wahaibi
ID: UD4431BMN10017
Subject: Project Management
2.5- Survey questionnaire design
A well-designed questionnaire will provide accurate and usable data
to
maximize the potential to provide accurate and usable data; the
questionnaires were designed using three principles.
First careful questionnaire wording, second, applying
categorization, scaling
and coding of the responses and finally overall appearance of the
questionnaire was of the highest quality (Cavana et al., 2001,
p.227, Sekaran,
2003, p.237).
These three aspects show the breakdown of the process the purpose of
each
question considered the adequate measurement of that variable. The
type
and form of question depended on whether the information related to
an
objective variable
45
Ghadeer
Rashid Al Wahaibi
ID: UD4431BMN10017
Subject: Project Management
2.5.1- Interview instrument
The survey questionnaire was in two parts. The first part of the
questionnaire
was answered by MEC facilitators, seeking details of institutional
type,
background of trainers including relevant business experience,
education
content of courses offered and method of delivery.
Showing different aspects of a questionnaire design and
administration
process (Cavana et al., 2001, p.228), breaking the preparation of
the survey
into three steps for each population the first step of the design
was to
determine the wording needed to achieve the research objectives.
To accomplish this, it was developed to indicate the
Constructs/relationships
in the research model to the questions in the survey like:
Q 1: Please describe your own project.
Q 2: Where are they located?
Q 3: What is the subject matter being addressed?
Q 4: As a project manager what do you consider to be your main roles
and
responsibilities?
46
Ghadeer
Rashid Al Wahaibi
ID: UD4431BMN10017
Subject: Project Management
Q 5: What kind of training or professional development have you
undertaken
in the past that fits you for this role?
Q 6: What kind of training or professional development do you think
you still
need?
Q 7: What techniques or processes did you use to carry out a needs
analysis
for your project?
Q 8: What kind of challenges or difficulties did you face in
conducting the
needs analysis and how did you overcome them?
Q 9: What is your experience in specifying and scoping a project
with a client?
Q 10: Who was the client?
Q 11: How did you go about the scoping process?
Q 12: What difficulties emerged?
Q 13: Where these difficulties fully resolved? If, YES, how; if
NO, why not?
47
Ghadeer
Rashid Al Wahaibi
ID: UD4431BMN10017
Subject: Project Management
Q 14: What is your experience in developing a Project Proposal?
Q 15: How did you go about the process?
Q 16: What issues/subjects did it address?
Q 17: Consider your own project. What kind of risks did you
anticipate?
Q 18: What actions did you take to control or allow for these risks?
Q 19: What kind of organisational structures have been used to
support your
projects? How effective has this been?
Q 20: What kind of skills or competencies does a project manager
need to
have in dealing with such structures?
Q 21: What kind of project management software have you used? What
have
been the advantages of using this software?
Q22: How would you go about launching future projects?
48
Ghadeer
Rashid Al Wahaibi
ID: UD4431BMN10017
Subject: Project Management
Q23: What evidence can you provide of senior management ,,buy in to
facilitate the development and integration of e-learning?
Given your experience, what advice would you give to a project
manager?
Q 24: What kind of difficulties or arguments arose in selecting your
development tool?
Q 25: Given your own experience, what would you advise a project
manager
choosing a development tool for the first time?
Q 26: Make a list of development roles and names for your project to
show the
extent of specialisation or use of multiple roles eg.
Lead designer or Course integrator
Q 27: What were the main issues or problems that emerged in getting
the
team that you wanted (e.g size of team, balance of skills, level of
skills, etc?)
Q 28: How easy or difficulty was the recruitment process?
Q 29: Did you make use of trainers in the project? If so, at what
stages?
49
Ghadeer
Rashid Al Wahaibi
ID: UD4431BMN10017
Subject: Project Management
Q 30: What kind of issues or problems emerged in terms of managing
your
team? Did you manage to solve them and, if so, how, and with what
degree
of success?
50
Ghadeer
Rashid Al Wahaibi
ID: UD4431BMN10017
Subject: Project Management
2.6- Research justification
A basic justification of this study derives from the significant
increase in
projects in the last 10 years, the high failure rate of projects
failures managers
to manage their enterprise solvent and the alleged reluctance of
project
owner/managers to participate in management competence training
Most of reports such as Beddall (1990), Berryman (1993) and Perry
(2001b),
concluded that the core reason for projects failure, to be lack of
appropriate
management competencies.
This study investigates competencies required and possible means by
which
project engineer/managers would be able to upgrade their management
competencies.
This research deals with the project management sector, shown
earlier to be
significant to the national economy. The focus is the importance of
management competencies and demonstrates the impact of commercial
management educational programs. This study evaluates project
management education programs and providers and considers the
implications for governments, advisors, academics, and individuals.
The aim of this research is to fill a gap in both project management
solvency
research and literature, contributing to knowledge on management
competencies and increasing the chance of project management
remaining
solvent.
51
Ghadeer
Rashid Al Wahaibi
ID: UD4431BMN10017
Subject: Project Management
2.6.1 Benefit of this study
This study considers Modern Industrial Capitalism since the
beginning of the
20th century, where researchers have analyzed enterprises; their
structure,
management of resources and the manner of carrying out activities.
The significance of past research shows that through the
investigation of
learning and teaching methods, it may be seen that there are flaws,
not in the
competencies but the method of knowledge and experience
transference.
Large corporations developed over the 19th and 20th century, however
in the
late 20th century, when circumstances arose that caused higher costs
of raw
materials and labour, management practices encouraged ,,flatter
management
styles, removing middle management positions and ,,excess labour.
In addition technology developed causing manufacturing tasks to be
less
labour intensive and computers capability, with accounting programs
becoming more sophisticated, so the number of office staff required
diminished greatly (Champy, 1995).
As a result of the high level of unemployment, managements
encouraged
start-up project management and this may be seen by increase in
numbers of
enterprises one consequence of this huge proliferation of projects
since the
1980s, without time to assimilate knowledge or education of the
methodology
required to develop a solvent entity, may be seen in the reports of
high
percentages of failure.
52
Ghadeer
Rashid Al Wahaibi
ID: UD4431BMN10017
Subject: Project Management
Companies however could not tolerate these high levels of
unemployment, as
paying unemployment benefit to 7 per cent or more of employment-aged
labour was untenable.
However with all the courses, books, accountants and education
programs,
over the last 30 years no significant reduction can be seen in the
proportion of
enterprise failure.
The significance of this research was to annotate and articulate
progression of
activities relating to management education and education styles.
This paper shows where positive results are being felt and possible
long-term
benefits through certain types of programs. In addition a comparison
of what
was being asked for, what was offered, and finally an assessment of
educational methodologies to clarify how the requirements of project
management may be met and transferred, either by competent
consultants or
through conventional education methods.
53
Ghadeer
Rashid Al Wahaibi
ID: UD4431BMN10017
Subject: Project Management
2.6.2 Outcome of research
This study considered and evaluated activities of both privet and
government
programs, assessing programs and users, concluding with a new
proposal to
the education approach.
Programs were evaluated and the concept of continuous improvement to
its
systems was implemented the changing nature of business could be
seen to
require a mindset that accepted future managers would need to
constantly
upgrade their business and management knowledge.
This is considered as necessary, not only for the benefit of project
owner/managers as they commence their entities, but also to keep
abreast of
current procedures as they progress through levels of business
growth.
The intention of this research was to identify how to reduce the
number of
insolvencies
54
Ghadeer
Rashid Al Wahaibi
ID: UD4431BMN10017
Subject: Project Management
2.6.3 Research gap
The objective of this study was to consider the project failure and
how
management education can reduce this failure and enhance the project
management solvency and evaluate gaps in research leading to current
government and private competency and management education programs
for project management, the research assessed what education
programs
were offered, who accessed them and why.
Finally, the research considered the perceived effect on solvency by
project
owner/managers, to assess the gap between what knowledge and
information
they require and what they receive.
It is the aim of this research to clearly indicate the gap between
areas of
competence required for a strong solvent position and means of
developing
required skill available to all project holders/ management prepared
to learn
and understand the study required, with appropriate comments.
55
Ghadeer
Rashid Al Wahaibi
ID: UD4431BMN10017
Subject: Project Management
2.6.4- Limitations of this study
The strategy of this research which been used in this thesis was
determined
by analyzing and using the available information.
Most of this information from literature, current available courses
being offered
in this field/ surveys / interviews with projects owner/managers
Projects that contributed to the first survey agreed to give the
researcher
access to graduates of their courses for the second survey.
Referred enterprises gave greater reliability as they came from
identifiable
groups this grouping of participating enterprises was reliable as
they could be
compared to similar populations.
Most of course organizers in this field have philosophies regarding
strategies,
and these were examined using the above methodology and you can find
gaps in their intended beneficiaries attaining strong solvency
skills.
The research outcomes will only result from careful preparation, the
questionnaires were meticulously planned in order to reduce the
possible
limitations of result clarity. Data requirements were specific in
the preparation
and careful planning and organization of the questionnaire helped to
achieve
adequate results.
Quantified information was specifically focused on competency
requirements
and gaps in education and knowledge needed for solvency of various
enterprises, in order to prepare a skill / enterprise type matrix.
56
Ghadeer
Rashid Al Wahaibi
ID: UD4431BMN10017
Subject: Project Management
Analysis in the second survey had a number of limitations, for
example, all the
surveys were carried our directly by the researcher, therefore the
cost in terms
of available time and financial loss in earnings.
Although a random sample of graduates was used, one consequence of
the
limited location may have caused bias in selection
Types of enterprises to be surveyed were diverse, but attitudes and
work
ethics were limited in different projects especially in the oil
fields.
The economic and political bias of populations may have been a main
drive
factor However, diversity of enterprise type and national
characteristics of
some projects and companies where the offering courses was a
positive
factor helping to balance learning and experiences bias.
57
Ghadeer
Rashid Al Wahaibi
ID: UD4431BMN10017
Subject: Project Management
2.7- Chapter 2 Conclusions and Summery
The main purpose of this research is to extend the body of knowledge
regarding project engineering in the oil companies through examining
the
contribution of management education to project engineering
solvency.
In this chapter we try to establish the research problem, research
issues and
objectives. By giving the preliminary literature review, a gap in
research
outcomes reported has been noted, justifying the project.
To accomplish this, a theoretical framework was developed to examine
different business competencies required and demonstrate how they
are
addressed through management education.
This study argues that programs should be fashioned to develop
personal
skills, planning activities and business competencies in which
project
engineering holders/managers may participate, or that an enterprise
in times
of growth or decline can use to work through their issues.
In general, to meet demands of viability, business management
courses are
generic in their coverage of business skill requirements; they do
not focus on
outcome requirements or individual business solvency issues.
The chapter continued with details of objectives of terms and
abbreviations
used, with comments on research limitations and an outline.
Further justification for the work was presented and an outline of
the
methodology, documented in detail, was briefly reviewed.
Thus the chapter has documented what is to be carried out, how the
project
will proceed, and an outline of why the research contributes to the
body of
knowledge.
58
Ghadeer
Rashid Al Wahaibi
ID: UD4431BMN10017
Subject: Project Management
Chapter 3
Background to and justification of research
3.1 Introduction
The purpose of chapter 2 is to elucidate the background of the
research
disciplines and justify this research study. This shall be
accomplished by
defining and identifying the relevance of outcomes from this
research into Oil
companies management courses available for projects
holders/managers.
The study focuses on examining projects Engineer/Managers taking
part in
management education programmes and the outcomes from those courses
in
terms of their contribution towards engineering projects solvency.
We will try in this study the possible studies Solutions to the
project failure
reports, all identified the importance to the economy of project
management
and allude to the inadequacy of management education and development
courses, in coping with projects failure.
Overview of the national management competency standards program
which
was initiated to assess and advance the quality of business
management in
order to reduce projects failure and insolvencies
The accessed information for this study was through a review of
research into
project management competency standards, education formats and skill
development programs in Oil companies and by identifying statistical
data
regarding project management solvency and failure. Information
regarding
national engineering projects competency standards is documented and
incorporation of these standards into courses offered by education
institutes
59
Ghadeer
Rashid Al Wahaibi
ID: UD4431BMN10017
Subject: Project Management
3.1.1 Overview and objectives of this study
French industrialist Henri Fayol examined roles of organizational
management
and published General and Industrial Management in 1919, which
described
his management philosophy as a code of fourteen principles (
Division of
work, authority, discipline, unity of command, unity of direction,
subordination
of individual interests to general interests, remuneration,
centralization, scalar
chain, the unbroken line of authority, order, equity, long tenure of
employees,
initiative and team spirit) (Robbins & Barnwell, 1994, p.31).
These principles focused on management of an entire organization
rather
than individuals within one organization. Fayol also analyzed
performance of
managers and concluded that they perform five tasks: planning,
organizing,
commanding, coordinating and controlling (Robbins et al., 1998,
p.5), which
are considered by current management text books (such as Daft, 1997,
and
Griffin, 1999) to be classical management processes, focusing on
administrative management and individual employee productivity.
The third key theory from this time was developed by Max Weber, a
German
sociologist, whose work was neglected in English speaking countries
until
1947, when translated into English (Daft, 1997).
Webers theory for an ideal form of organization was bureaucracy,
which laid
foundations for contemporary organisation theory. Weber was an early
academic in the field of examining management and organisational
behaviour
from a structural perspective.
60
Ghadeer
Rashid Al Wahaibi
ID: UD4431BMN10017
Subject: Project Management
His theory of bureaucracy was in fact, a construct with all the
ideal
characteristics of a generic organisational hierarchy that could be
related to all
sizes of enterprises from small to corporate (Robbins & Barnwell,
1994).
Webers hierarchal enterprise concepts continue to be used in 21s t
century
organisations, along side more contemporary structures such as
adhocracy
(Robbins & Barnwell, 1994, p.37).
Thus, over the last century, studies of organisational structure
have enabled
enterprises to understand and plan different types of hierarchy.
We will examine development of national projects managements
competency
standards, how competencies are converted into education programs
and
how programs apply to projects engineers competencies.
Then we will reviews management education institutes and current
education
programs which provided to establish how education is incorporated
into
management programs.
And also in this chapter the documenting companies support for
institutes
offering competency courses and a review of whether educational
institutes
acknowledge international standards.
Then we will assess the significance of this study by a detailed
research
justification. Where the summaries, indicating an awareness of the
companies
regarding report outcomes relating to quality of projects engineer
competency
skill and action taken to benefit this important sector of the
economy
The justification is extended to consider outcomes gained from the
considerable sums of time and money spent by companies on competency
programs.
Finally, justification of this research indicates the gaps that
exist in the
literature between management studies and conclusions drawn,
regarding
education courses that address those research findings.
61
Ghadeer
Rashid Al Wahaibi
ID: UD4431BMN10017
Subject: Project Management
3.1.1.1 Chapter 3 objectives
The objectives of this chapter are to consider:
Project Engineering solvency and failure in the Oil companies
Project Engineer competency standards
Project Engineer business education providers
Oil companies support for competency education
Research justification
Potential implications for this study
3.1.2- Project engineering international definitions
Agreement on an acceptable definition of a small and medium projects
has
proved as been indicated by elusive in his book issued (Howard,
1996, p.47),
and Neck (1977) found 50 separate definitions from 75 countries.
Watson and Everett (1996) quote White, Bennett and Shipleys report
(1982)
that 700 definitions were presented to a Congressional Committee in
the
United States of America (USA).
A variety of criteria have been used in an effort to find a
universal definition of
a projects including total worth; relative size within an industry
number of
employees; value of products produced/sold; annual sales or receipts
and net
worth (Cochran, 1981). Areas of consensus relate to relative size in
terms of
influence within a firms macro-environment (Howard, 1996). In 1953 a
62
Ghadeer
Rashid Al Wahaibi
ID: UD4431BMN10017
Subject: Project Management
definition within the Small Business Act in USA focused on a firm
,,independently owned and operated and not dominant in its field of
operation
(Hodgetts & Kuratko, 1989, p.3).
For example in Australias Wiltshire Committee (1971, p.7) defined
small
business as ,,a business in which one or two persons are required to
make all
critical management decisions, without the aid of internal
specialists. Section
249 of the UK Companies Act 1985, identified projects according to
the
following criteria (Bridge et al, 1998, p.102)
A small firm in the UK must satisfy at least two of the following
criteria:
· Turnover of not more than £2.8 million
· Balance sheet totaling less than £1.4 million
· Not more than 50 employees
Watson and Everett (1996, p. 46) cite Ang (1991) who used
characteristics to
define small business: including not being publicly traded,
involving
incomplete management teams, and lack of formality in stakeholder
relationships.
63
Ghadeer
Rashid Al Wahaibi
ID: UD4431BMN10017
Subject: Project Management
3.2- Project Engineer demographics
The oil companies are fully sponsored studies into all the projects
which been
carried out, such as Petroleum Development of Oman, OXY and Alfa all
these companies which having concessions to explore and produce
crude oil
in Oman are concerns about project operating and as it said by ABS
(CAT.
No 8127.0 2001c, pp 3-4)
As persons that ,,own and run a business, ranging from proprietor to
working
director of an incorporated company
These companies sponsored studies above, resulted in ABS committing
itself
to increasing information regarding the project management sector
business.
64
Ghadeer
Rashid Al Wahaibi
ID: UD4431BMN10017
Subject: Project Management
3.2.1 Projects managements entity demographics in Oman
Number of enterprises and employees in Oman working in project
sector,
including agriculture, enterprises and (39.86%) employees indicated
that
there were a lot of project holder/managers, thus 12.36% of all Oman
workers,
choose to be project-employed.
For the benefit of these entities, the oil companies and governments
since the
1970s, desired project management skills to be developed and
transferred to
project Engineer and project manager.
And we can see starting from the early 1980s, the number of small
and
single-operator non-employing firms increased significantly.
From 1983 to 1999, an increase in the number of small and
single-operator
no employing businesses averaged 2.5% per annum, resulted in a net
increase of 56.9% entities in a 25 year period.
Statistics shows that new enterprises numbers with the greatest
annual
growth were single-operator non-employing firms, in addition,
overall there
has been an 0% increase in the number of projects enterprises
between 1999
and 2006 with the lowest annual growth for micro enterprises,
employing from
10-49 staff.
The numbers of firms employing between 31-90 employees had a
significantly smaller growth rate than the average growth in numbers
for
projects. Social clubs, non-business entities such as personal
superannuation
funds and charities that do not employ anyone, have also had to
register to
65
Ghadeer
Rashid Al Wahaibi
ID: UD4431BMN10017
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