ADDIS ABABA UNIVERSITY

COLLEGE OF BUSINESS AND ECONOMICS

SCHOOL OF COMMERCE

OFFICE OF GRADUATE STUDIES

THE INFLUENCE OF INFORMATION AND COMMUNICATIONS

TECHNOLOGY SOLUTIONS USE ON PROJECT PERFORMANCE: A
CASE OF EMERGENCY AND DEVELOPMENT FOOD SECUIRTY
ACTIVITIES WITHIN CATHOLIC RELIEF SERVICES - ETHIOPIA

By: Abdisa Gurmessa

Advisor: Solomon Markos (Asst. Professor, PhD)

Research project as in partial fulfillment of the requirements for the

award of the degree of Master of Project Management

February 2021

Addis Ababa, Ethiopia

 THE INFLUENCE OF INFORMATION AND COMMUNICATIONS
TECHNOLOGY SOLUTIONS USE ON PROJECT PERFORMANCE: A
CASE OF EMERGENCY AND DEVELOPMENT FOOD SECUIRTY
ACTIVITIES WITHIN CATHOLIC RELIEF SERVICES - ETHIOPIA

By: Abdisa Gurmessa

Advisor: Solomon Markos (Asst. Professor, PhD)

A Research project submitted to Ababa University School of

Commerce Graduate Program as in Partial Fulfillment of the
Requirements for the Degree of Master of Arts in Project
Management

February 2021

Addis Ababa, Ethiopia

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 Statement of Declaration

I, Abdisa Gurmessa, have carried out independently a research project on the topic entitled
“The influence of information and communications technology solutions use on project
performance” in partial fulfillment of the requirement for the Degree of Master of Art in
Project Management with the guidance and support of the research advisor Solomon Markos
(Assist. Professor, PhD)

This study is my own work that has not been submitted for any Degree or Master program in
this or any other institutions.

Abdisa Gurmessa

Signature: _________________________

Date: _____________________________

Addis Ababa, Ethiopia

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 Statement of Certification

This is to certify that Abdisa Gurmessa has carried out this research project on the topic
entitled “The influence of information and communications technology solutions use on
project performance” under my supervision. This work is original in nature and it is sufficient
for submission for the partial fulfillment for the award of Degree of Master of Art in Project
and Management.

SOLOMON MARKOS (Assist. Professor, PhD)

Signature: _________________________

Date: _____________________________

Addis Ababa, Ethiopia

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 ADDIS ABABA UNIVERSITY SCHOOL OF COMMERCE
GRADUATE PROGRAM
Research Project for MA in Project Management

By:

Abdisa Gurmessa

SOLOMON MARKOS (Asst. Professor, PhD) ________________ ______________

Advisor Signature Date

____________________________________ ________________ ______________

Examiner Signature Date

____________________________________ ________________ ______________

Examiner Signature Date

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 Acknowledgement

I want to extend my gratitude to my research advisor, Dr. Solomon Markos for the technical
inputs, critique, advice, and guidance he gave me during my project work from its
preparation to this stage. I also want to thank Addis Ababa university school of commerce for
opening the door which gave me a chance to pursue my education in the project management
and enabled me to gain academic skills in project management area. My special thanks
should also go to all my lecturers as this wouldn’t been achieved without their inputs.

I am also thankful to all CRS projects staff who were willing and provided me the required
data for this study and participated in the interview. My special thanks should also go to Ato
Dejene Mideksa and Dr. Gregory Makabila who had extended their support to me when I
needed so.

Lastly, I want to thank my family for their all-rounded support and their patience while I had
been taking their time.

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 Acronyms/Abbreviations/Initialisms

COVID-19 Corona Virus Disease 2019

CRS Catholic Relief Services

EEFs Enterprise Environmental Factors

GKIM Global Knowledge Information Management

ICT Information and Communications Technology

NGO Non-Governmental Organization

OPAs Organizational Process Assets

Oxfam Oxford Committee for Famine Relief

PMD Pro Project Management for Development

PgMD Pro Program Management for Development

PMLC Project Management Life Cycle

PMBOK Project Management Body of Knowledge

PMI Project Management Institute

PMIS Project Management Information System

PMPG Project Management Process Group

SPSS Statistical Package for the Social Sciences

TAM Technology Acceptance Model

US United States

UTAUT Unified Theory of Acceptance and Use of Technology

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 Table of Contents

Acknowledgement ............................................................................................................................... i

Acronyms/Abbreviations/Initialisms .................................................................................................. ii

List of Appendices ............................................................................................................................. vi

List of Tables ..................................................................................................................................... vi

List of Figures ................................................................................................................................. viii

Abstract ............................................................................................................................................. ix

CHAPTER ONE: INTRODUCTION ................................................................................................ 9

1.1. Background of the study .............................................................................................................. 1

1.2 Background of the organization (project) ..................................................................................... 3

1.3 Problem statement ........................................................................................................................ 5

1.4 Research questions ..................................................................................................................... 11

1.5 Research Objectives ................................................................................................................... 11

1.5.1. General Objectives ............................................................................................................................11

1.5.2. Specific Objectives............................................................................................................................11

1.6 Significance of the study ............................................................................................................ 11

1.7 Scope of the study ...................................................................................................................... 12

1.8 Limitation of the study ............................................................................................................... 13

1.9 Definition of terms ..................................................................................................................... 13

1.10 Organization of the study ......................................................................................................... 14

CHAPTER TWO: LITERATURE REVIEW .................................................................................. 16

2.1 Introduction ................................................................................................................................ 16

2.2. Theoretical Literature Review ................................................................................................... 16

2.2.1 Project Management ..........................................................................................................................16

2.2.2 Project Management and Information Technology........................................................................19

2.2.3 Use of ICT in Project Planning: Scheduling, Budgeting, Resource Allocation .........................20

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2.2.4. Use of ICT in Team and Talent Acquisition Management ..........................................................22

2.2.5 Role of ICT in Project Communication on Project Performance .................................................23

2.2.6 Use of ICT in Procurement ...............................................................................................................24

2.2.7. Use of ICT in Electronic Record Management .............................................................................25

2.3 Conceptual Framework .............................................................................................................. 28

CHAPTER THREE: RESEARCH METHODOLOGY ................................................................... 30

3.1Research Approach ...................................................................................................................... 30

3.2 Research Design ......................................................................................................................... 30

3.3 Population and Sample ............................................................................................................... 31

3.3.1 Target Population and sampling frame ............................................................................................31

3.3.2 Sampling techniques and Sample Size ............................................................................................32

3.4 Data Type and Source ................................................................................................................ 33

3.5 Validity and Reliability of the Research Instrument .................................................................. 34

3.6 Data Collection Procedures and Tool ......................................................................................... 34

3.7 Ethical Consideration ................................................................................................................. 35

3.8 Data Analysis and Presentation .................................................................................................. 35

CHAPTER FOUR: ANALYSIS AND DISCUSSION .................................................................... 36

4.1. Introduction ............................................................................................................................... 36

4.2 Descriptive Analysis .................................................................................................................. 36

4.2.1 Survey and Response Rate ...............................................................................................................36

4.2.2 Respondents’ General Information ..................................................................................................37

4.2.3 ICT Solutions in use in the Management of Project Phases .........................................................41

4.2.3.1 ICT in use for Project Planning ............................................................................................ 41

4.2.3.2 ICT in use for Project Execution .......................................................................................... 43

4.2.3.3 ICT in use for Project Monitoring and Evaluation ............................................................... 48

4.2.3.4 ICT in use for Project Closing .............................................................................................. 52

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4.2.4 Influences of ICT use across Project Life Cycle, Enterprise Environmental Factors and
Organizational Process Assets on Project Performance..........................................................................55

4.2.4.1Influence of ICT use across Project Life Cycle and Project Performance ............................ 55

4.2.4.2 Enterprise Environmental Factors and Project performance ................................................ 56

4.2.4.3 Organization Process Assets and Project Performance ........................................................ 57

4.2.4.4 Project Performance (Management of Projects) ................................................................... 57

4.3 Inferential Analysis .................................................................................................................... 58

4.3.1 Correlations of ICT use in Managing Project Phases, EEFs, OPAs and Project Performance 58

4.3.1.1 Correlations when Within Schedule (aspects of Project Performance) is Dependent .......... 59

4.3.1.2 Correlations when Within Budget (aspects of Project Performance) is Dependent ............. 60

4.3.1.3 Correlations when Per Donor Specification or Project Scope (Project Performance) is
Dependent………. ............................................................................................................................ 61

4.3.2 Regression Analysis ...........................................................................................................................64

4.3.2.1 Within Schedule ..............................................................................................................................65

4.3.2.2 Within Budget..................................................................................................................................66

4.3.2.3 Per Donor Specification (Scope or Compliance) ........................................................................67

4.4 Results of Interview Questions................................................................................................... 70

4.5 Interpretation of Findings ........................................................................................................... 72

CHAPTER FIVE: CONCLUSIONS AND RECOMMENDATIONS ............................................ 76

5.1 Introduction ............................................................................................................................... 76

5.2 Conclusions ................................................................................................................................ 76

5.3 Recommendations ...................................................................................................................... 77

5.4 Limitation and suggestion for further study .............................................................................. 77

REFERENCES ................................................................................................................................. 79

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 List of Appendices

Appendix 1: Questionnaire …………………………………………………………………. 88

Appendix 2: Interview Questions …………………………………………………………. 100

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 List of Tables

Table 1. 1: Summary of the research gaps ......................................................................................... 9

Table 3. 1: Cronbach Alpha.............................................................................................................. 34
Table 4. 1: Gender Information of the respondents .......................................................................... 38
Table 4. 2: Age Information of the respondents ............................................................................... 38
Table 4. 3: Measure of central tendency .......................................................................................... 38
Table 4. 4: Mean age and standard deviation ................................................................................... 39
Table 4. 5: Academic qualification of the respondents .................................................................... 39
Table 4. 6: Years of work experience of the respondents ................................................................ 40
Table 4. 7: Current work position of the respondents ...................................................................... 41
Table 4. 8: Project management software use for managing project planning phase ...................... 41
Table 4. 9: Software in use for aspects of project planning ............................................................. 42
Table 4. 10: Frequency of ICT software use during project planning.............................................. 43
Table 4. 11: Project management software use for managing project execution phase ................... 43
Table 4. 12: Software in use for aspects of project execution. ......................................................... 45
Table 4. 13: Frequency of ICT software use during project execution ............................................ 47
Table 4. 14: Project management software use for managing project monitoring and evaluation
phase ................................................................................................................................................. 48
Table 4. 15: Software in use for aspects of project monitoring and evaluation. .............................. 49
Table 4. 16: Frequency of ICT software use for project monitoring and evaluation. ...................... 51
Table 4. 17: Project management software use for managing project closure ................................. 52
Table 4. 18: Software in use for aspects of project closure. ............................................................. 53
Table 4. 19: Frequency of ICT software use during project closure. ............................................... 54
Table 4. 20: Aspects of ICT use in each phase of PLC .................................................................... 55
Table 4. 21: Aspects of EFFs. .......................................................................................................... 56
Table 4. 22: Aspects of OPAs. ......................................................................................................... 57
Table 4. 23: Aspects of Project Performance. .................................................................................. 57
Table 4. 24: Correlation between ICT use and Within Schedule ..................................................... 59
Table 4. 25: Correlation between Within Budget and ICT use ........................................................ 60
Table 4. 26: Correlation between aspects of ICT use and Per Donor Specifications ....................... 61
Table 4. 27: Correlation between Per Donor Specification and EEFs ............................................. 62
Table 4. 28: Correlation between Per Donor Specification and OPAs ............................................ 63
Table 4. 29: Effect of ICT use for managing project phases on Within Schedule ........................... 65
Table 4. 30: Effect of ICT use for managing project phases on Within Budget .............................. 66
Table 4. 31: Test on collinearity. ...................................................................................................... 67
Table 4. 32: Effect of ICT use, EEFs and OPAs on Per Donor Specification ................................. 68
Table 4. 33: Effect of ICT use on Per Donor Specification ............................................................. 70

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 List of Figures

Figure 2. 1: Interrelationship of PMBOK® Guide Key Components in Projects ....... 19

Figure 2. 2: Conceptual Framework ............................................................................ 29

Figure 3. 1: Target population and sampling frame ..................................................... 31

Figure 3. 2: Sample size ............................................................................................... 32

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 Abstract

The use of ICT, these days, is away from want and nearly becoming a need. Every one of us
uses ICT for some purpose or in different ways. Catholic Relief Services uses ICT to manage
its projects. The organization has been investing to acquire, adopt, customize, or develop ICT
solutions to improve its programmatic performance and comply with different donor
requirements. ICT has been in use for project planning, execution, monitoring, and
evaluation, and closing. Thus, this study has examined whether the use of ICT in project
management might have related to project performance or not. To this effect, the researcher
distributed a questionnaire consisting of closed and open-ended using Google Forms to all
targeted development and emergency project staff to collect primary data. The researcher
also interviewed to gather specific information from key informants. The researcher observed
all ethical issues and tested the reliability of the measuring scale using Cronbach’s Alpha.
The researcher analyzed the collected data using descriptive and inferential statistics and has
presented the result using tables. The study revealed that ICT use for managing project
phases is significantly associated with project performance. Similarly, the study showed that
enterprise environmental factors and organizational process assets influence the association
between ICT use and project performance. The study recommends researchers carry out
rigorous research to cover more aspects to reveal more existing relationships based on the
findings. However, in the meantime, the agency continues testing more applications, giving
refreshment training on usage, and encourages staff to use solutions that have more features.

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 CHAPTER ONE: INTRODUCTION

1.1 Background of the study

De Wet, Koekemer and Nel (2016) expressed that the growth in infiltration of technology
into our society was mainly the cause of the change made in our world in the past tens of
years. Marius (cited in De Wet et al., 2016) stated that the growth in technology changed the
way people interact, think, and accomplish their tasks. Thus, the researcher has understood
that technology is something beyond want and in near future, if not now, it would become a
need in everyday life. In this regard, De Wet and Koekemoer (2016) stated that technology
provides mobility, and it quickly changes. Its functional feature makes it an everyday tool of
society.
Internet, a global network of computers, is one of the technologies that has enabled the data
connectivity between computers. The number of people who are using internet has grown
fast. According to De Wet and Koekemer (2016), in 2011, the number of Internet users in
South Africa was 8.5 million and this number increased to 24.9 million in 2014 within three
years. The research summarized that currently 90 per cent of the mentioned users access the
internet facility using their mobile devices. According to Internet World Stats (usage and
population statistics), Internet penetration of Africa in Q1-March 2020 was 39.3%, and that
of Ethiopia (population=114,963,588) was 17.8% (percent population). The Internet
penetration for Ethiopia was low (17.8%) as compared to that of Egypt (Population=102,
334, 404) which was 48.1%. But the Internet Growth % of Ethiopia from 2000-2020 was
204,972%, which was high as compared to that of Egypt (Population=102, 33,404) is
(10,840%).
The global interconnection of networks has facilitated the use of various information and
communications technology (ICT) solutions. Wikipedia described Information and
communications technology (ICT) as an umbrella or a broader term for information
technology that intends to refer to all unified communications. Different websites and articles
have been discussing the use of technology such as storing and retrieving information in
digital form. In addition to storage and retrieval, ICTs has also enabled people to transmit,
and manipulate information effectively in a digital form. These technologies are numerous in
number and type, thus, discussing them all in here is beyond the scope of this paper, however,
the paper discusses the common ones to make clear for the reader to which technologies this
paper is referring to in its subsequent discussions. Different articles have described some of

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these technologies as Internet and wireless networks, including cell phones. Other
technologies have been related to computers, software, and videoconferencing. Social
networking technologies have also been known as highly popular. In addition, other media
applications and services like radio and television have also been known as growing
technologies. In fact, there are various types of existing and emerging technologies, but the
main purpose of these technologies is to enable people to become more effective in their
work as well as enable them to perform their work at ease with efficiency.

ICT not only has enabled users to be more effective in their daily work, but also enabled them
to have an effective mechanism to transfer or share information among themselves. Non-
governmental Organizations (NGOs) that are working on emergency projects mainly use ICT
to share or transfer information. In this regard, Raspopovic & Vasić (2014) stated the
importance of ICT as technology that helps people to become more effective and make their
work easier which makes ICT as a daily required tool in everyday life of humans. The
research also added the use of ICT in terms of enabling communication to be effectively
conducted that made it more essential in making decisions and in emergency situations
because of its support in making high response speed. In addition, the way this information
could be transferred to the receiver and communicated were also regarded important. It was
also stated that such nature of ICT could aid humanitarian relief effort to ease the challenge
they face in coordinating aspects of communications and its protocols among concerned
parties or organization. The paper has summarized that ICT, thus, helped the organizations to
overcome the challenges they face while coordinating communication across the institutions.
Saab et.al (cited in Raspopovic & Vasić (2014)) stated that "Non-governmental organizations
(NGOs) are organizations who are mostly engaged in emergencies in order to help people
that are faced with natural disasters such as fires, floods, storms, violence, people and
conflicts, genocide, etc.". According to Saab, ICT has contributed to the growth of NGOs; the
adoption of these technologies to their organization's process enabled NGOs to grow.
Regarding the growth of NGOs Hruska (2003) stated that the integration of ICT in
organizational processes was mainly the reason for today's NGO to grow exponentially. Not
only ICT influenced NGO to grow but NGOs have also been working on exploring new
technologies to improve the ICT usage in their projects. In this regard Oxfam (2017) stated
that working with older technologies were the reasons to improve situations. In addition,
adapting existing tools was also one of the practical ways to improve situations. Other
reasons such as compromising on the requirements and collaborating on building solutions all

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emerged as practical ways to improve the situation. Oxfam has found out in a study on
building products, only 26% of survey respondents thought NGOs should build their own
products. The percent of respondents who considered customizing existing product or
adopting it were 90% of all survey respondents. That concluded the adaptation could
minimize the duplication of effort that would happen if a solution were to be built from
scratch.

Cognizant of the importance of ICT, Catholic Relief Services (CRS) has a strategy for ICT.
For example, CRS, globally, is currently using digital tools to support COVID-19 response
strategy with a goal to "help people survive with dignity and restore their lives and
communities" and with one of the strategic objectives to "Mitigate health impact of COVID-
19" toward achieving one of the intermediate results, on which CRS Ethiopia is working, that
is "Health systems provides quality COVID-19 services across the continuum of core". To
this effect, CRS Ethiopia is using "CommCare [provider is Dimagi and external to CRS] to
track procurements and dispatches of essential medical supplies and cleaning materials for
catholic health facilities and for partners to be used at distributions." The organization is also
using internally developed or adopted technologies. In general, Catholic Relief Services has
been highly utilizing ICT solutions for managing its projects starting from portfolio
management down to each project activity in project processes. However, assessing the
effectiveness of the tools across the country program and implementing the result of the
assessment would make the users more effective. For example, instead of MS Project, many
project managers are using Microsoft excel in planning, and this has always been triggering
the researcher to conduct an assessment to sort out which ICT software solution would make
the managers more effective, though no research have been carried out yet. However, the aim
of this research is to assess the influence of ICT solutions use on effective project
performance.

1.2 Background of the organization (project)

Catholic Relief Services was founded in 1943 by the Catholic Bishops of the United States to
serve World War II survivors in Europe. Since then, CRS have expanded in size to reach
more than 130 million people in more than 100 countries on five continents. For over 75
years, CRS' mission has been to assist impoverished and disadvantaged people overseas,
working in the spirit of Catholic social teaching to promote the sacredness of human life and
the dignity of the human person. Although CRS’s mission is rooted in the Catholic faith, its

3
operations serve people based solely on need, regardless of their race, religion, or ethnicity.
Within the United States, CRS engages Catholics to live their faith in solidarity with the poor
and suffering people of the world (CRS, 2018a).

CRS began working in Ethiopia since 1958 at the invitation of the Episcopal Conference of
Ethiopia. Since that time, CRS’ programs and missions have adapted and grown in response
to and in tandem with the changing reality of the lives of the poorest of the poor. CRS’ initial
programming was focused on small scale charity and relief projects. However, during the
years 1984-1986, a wide-spread drought and famine in Ethiopia resulted in one of the largest
humanitarian crises of the past century. CRS responded to this crisis by implementing an
emergency response operation known as the Joint Relief Partnership (JRP). This was an
ecumenical collaborative effort that included CRS, the Ethiopian Catholic Church, the
Ethiopian Evangelical Church Mekane Yesus, and the Lutheran World Federation. In 1987
the Ethiopian Orthodox Church also joined the JRP consortium. The JRP delivered life-
saving food (primarily from the US Government and European Community) that saved the
lives of millions of Ethiopians. This program was the largest relief operation ever undertaken
by CRS.

Starting in the 1990s until now, CRS diversified its programming to include a more holistic,
community and partner-based approach focusing on root causes of poverty. As a result, CRS
developed strong partnerships with the local Catholic Church in order to address chronic food
insecurity. Meanwhile, CRS maintains its emergency response capacity and leads the Joint
Emergency Operation coordinating several international and national NGOs, coordinating
closely with the Government of Ethiopia and the donor, the US Government via USAID’s
Food for Peace Office. CRS is implementing two priority USAID Activities - the USAID
Feed the Future (FtF) funded Ethiopia Livelihoods Resilience of Oromia (LRO) and
USAID’s Office of Food for Peace (FFP) funded Development Food Security Activity
(DFSA), also known as the Ethiopian Livelihoods & Resilience Program (ELRP). Both
programs are implemented in Oromia regional state with CRS’ DFSA also working in Dire
Dawa Administrative Council. (CRS web, Nov 2020).

Information and Communications Technology for Development (ICT4D) is the practice of

utilizing technology to assist poor and marginalized people in developing communities. CRS
applies technology at scale to increase its reach and effectiveness with evidence that CRS is
improving the lives of people it serves (CRS, 2017). CRS employs information and

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communications technology for development (ICT4D) across the gamut of its programming-
from its signature activities in emergency response, agriculture, and health to its
complementary efforts in education, microfinance, peace building, and water and sanitation
(CRS and ICT4D, 2018b). CRS has been using technology across its hundreds of projects
since 2010 (CRS, 2017).

1.3 Problem statement

Scanlin (cited in Chan, 2014) revealed that communication takes about 75-90% of a project
manager’s time and information that is why; it should be to be up-to-date and available when
needed. It was also pointed out that the interpretation of communication is in most cases the
base for explaining the cause of project failures.

Generally, projects managers, team and others require ICT to communicate. Many project-
based organizations have project implementers (partners), donors, stakeholders and others
which are not local to the project owner, thus, communication among these parties is an
essential task. Regarding the communication among stakeholders, Saeed (cited in Raspopovic
and Vasić, 2014) stated the following: "These partners and collaborators are often located
all around the world, which in turn requires effective and prompt communication for the best
results." Accordingly, without ICT tools, project communications would not be effective.
The advancement of ICT aided researchers to find new methods of data collection and
analysis and use of ICT as tools; the use of the tools for data collection and analysis were the
evolutionary result of telephone surveys, the use of computerized data analysis and the use of
cell phones and pagers in collecting data at random intervals, the use of the Internet in
research, and the use of Personal Digital Assistants (Benfield and Szlemko, 2006). Therefore,
it was important to study the use of effective ICT solutions or tools for its effectiveness in
project data collection for project monitoring and evaluation performance.

In 2012, a discussion on ICT was held between e-Agriculture community and FAO, and
World Bank. According to the e-SOURCEBOOK of the ICT Forum, much time and
methodological planning and implementation was required to collect data and carryout the
monitoring and evaluation tasks as all these tasks were previously being performed manually
with the help of paper and pen and this made the result then prone to error. According to the
discussion, not only error but it was also difficult to do at large scale as its transaction cost
was also high. It was also raised that such challenges of conventional or traditional ways

5
associated with remote data collection, and monitoring and evaluation have been reduced due
to the advancement of technology and its real time decision supporting use. Among these ICT
tools, hardware solutions such as tablets and mobile phones, and software solutions or
applications having the capacity to create digital surveys were the ones mentioned. The forum
explained that the software would allow users to upload data to storage facilities in real-time
and the main reason of the forum was aiming at exploring digital options for such activities.
In the forum or discussion, it was also focused on identifying the influence the use of the
digital tools would have, and the application of using such hardware and software
components and the experience of using these technologies.

Saeed et al. (2008) pointed out that many research efforts were made to examine the possible
capacity and paybacks of introducing information technology in voluntary organizations and
its impacts or consequences. According to the Saeed et al. literatures of research conducted
recently on organization have indicated that a lot of voluntary organizations were yet at their
early stage of IT adoption. The reasons stated for that were the lack of funding, the diversity
in operations and the lack of having stable organizational structures. These key aspects were
the reason why IT support in humanitarian organizations became an interesting and emergent
field of research. Therefore, the researcher aimed at assessing the gap in the agency in the use
of existing or emerging technologies.

Currently, COVID-19 has affected the way we have been doing business. Covid-19 has made
situations difficult for project managers to visit partners, conduct training, hold meetings and
discussions face to face without necessary protective supplies, and, even, in the presence of
protective supplies, these should be conducted with do cares. Catholic relief services health
project has assumed additional new tasks to mitigate the spread of the corona virus among
staff and partners. The project has been procuring, receiving, and distributing protective
supplies to CRS staff as well as its partners since Covid-19 happened. To this effect, effective
information and communications technology was one of the required tools for the project.
Thus, assessing the current effective ICT use for project management was essential.
Majority of project staff of Catholic Relief Services have started working from home. The
sufficiency and effectiveness of current technologies in use at home might not be up to the
expectations of project staff thus could affect their performance. Therefore, it was reasonable
to assess how ICT affects the project managers in the use of ICT to manage projects from
home (anywhere).

6
The use of ICT is not free from organization's processes, policy and procedures that may
constrain its use. This was evidenced in the introductory part of this paper based on the work
of Hruska (2003) that stated NGOs integrated ICT into their organizational processes.
Therefore, procurement processes and policy, donor policy, ICT use policy and procedures,
etc., could all influence the effective use of ICT solutions. Similarly, the organization
environment factors such as project staff ICT use skill, ICT support situation and support
structure at different level, and usages of ICT for team management, etc., could also influence
the effective use of ICT solutions. Thus, the study was important in evaluating whether these
organizational assets and organization environmental factors were also influencing the use of
ICT solutions or not. Generally, it is believed that the role of ICT is to support project
activities. However, the use of ICT can also limit project activities, thus, as much as ICT
enhances project performance, it may also constrain project performance (PMBOK, 2017).
The type of ICT solutions in use in CRS, especially for project planning, is not uniform. In
addition, the level of association and causal relationship between each aspects of project
phase management and aspects of project performance has not been studied. Thus, the
researcher was personally motivated to assess the type of ICT in use, the influence of ICT
uses on project performance, the degree of associations and causal relationships of aspects of
project management and project performance.

In summary the study aimed at answering all the following research questions related to the
use of effective ICT solutions (hardware and software) for managing project performance
across project life cycle (PLC) and assessing the extent to which the technologies influenced
the project activities. The study also explained the extent to which ICT use and project
performance are related. It would also check the type and level of association between project
performance and organizational project environment factors such as project staff ICT usage
skill, ICT support staffing and structure who support the technology; and with the processes
of the organization such as ICT use policy, donor related ICT policy, technology acquiring
processes, technology resource allocation and authorization procedures. By answering the
research question, the result of the study would contribute to the agency in standardizing ICT
use and decreasing software learing curve for better project performance .
Gaps in Literature Reviewed

Regarding the use of ICT for managing various projects, several studies have been carried out
at the global, national levels, and at project levels; however, the studies focused on their own

7
specific objectives and may also specific to a few countries, or specific to sectors such as
education, construction, and health. This study focuses on CRS, a relief agency, working on
Development Food Security Activities (DFSA) and Emergency project. Thus, the points
discussed in this study are specific or limited or related to DFSA and its environment.

In the UK, Rimmington et al. (2015) carried out a study on the impact of information
technology on construction projects. The study found that the primary use of ICT for
com-munication in construction widens as ICT develops and interpersonal com-munication
decreases. As the difference in the development of ICT level and macroeconomic factors, the
study cannot be generalized to projects in Ethiopia.

In Tanzania, Ahadiel (2015) carried out a study on the influence of ICT on project
management team performance. The study found that the adoption of new technology
supports projects to stay competitive and improve the organizations' products and processes.
Tanzania is a different country with a different project context from Ethiopia; thus, the study
cannot be generalized or applied to the ICT adoption in Ethiopia projects.

In Brazil, Araújo et al. (2017) carried out a study on the importance of supplier management
in project procurement management for project success. The study found that selecting the
right supplier and evaluating is an essential task in project procurement. The systematic
literature review focused on the criteria and the methods used to determine and assess
suppliers for a project.

In Ethiopia, AAU, in Abune Gorgorios School Building Project, Dadi Weyifen (2018)
conducted a study on the importance of project Planning, Monitoring, and Evaluation on
project success. In addition to clear goals and objectives and planning processes, the
information should be available, and real-time evaluation is essential. For information to be
readily available and accessed in real-time, the availability of relevant ICT tools is necessary.

In Canada, Xie (2006) carried out a study on the evaluation of the EDRMS program. Xie
concluded that the study's findings could not be generalized to all or any electronic document
and record management system program or general users of EDRMS because every program
has its unique environments. Besides, the research took the respondents for that particular
purpose.

8
 In South Africa, Chen et al. (2005) carried out a study on the interrelationship between
document management, information management, and knowledge management. They found
that there are similarities of the three that are overlapping, and somehow there also
differences. Chen also indicated that the three's management is critical for an organization to
succeed in today's competitive economic environment. Chen concluded that organizations
should have electronic tools such as EDMS, which is used to manage information and
knowledge. Chen also concluded that the overlapping relationship between document
management, information management, and knowledge management implies that
organizations that wish to use the three to accomplish their business objectives should use
them combining into an overlapping and holistic whole. The gaps found were summarized as
shown in table 1.1.

Table 1. 1: Summary of the research gaps

Variable Author Purpose of the study Key findings Knowledge gap

Project Rimmington, Effect of ICT adoption on The study found that Intranet is The study is carried out in New York, which is
communication construction projects in the most preferred for different from Ethiopia, it cannot be
Dickens and New York communication for most generalized for Ethiopia
projects
Pasquire (2015)

Project Araújo, M., Project procurement In the study of project Brazil can have macroeconomic factors and
procurement Alencar, L., and management procurement, it is found that project procurement context and the study
Mota, C., 2017 the management of supplier is may not be generalized to Ethiopia situation.
important.

Information Braglia and An integrated approach to The study found that that Adoption of software varies with the
sharing, Frosolini, 2012 implement Project software designed for complex perception, attitudes of users. Thus, cannot be
Knowledge Management Information project management allow not generalized that all users have similar
Systems within the only effective and safe flow of perception, attitudes and skill toward
management Extended Enterprise information but also to better technology use.
perform the planning,
scheduling and controlling
processes: they are a real asset
for the whole project
management.

9
 Hongli Song Role of Information and It also found that different The study is conducted in academic area, thus
Communication users with different purposes cannot be generalized to projects.
(2007) were significantly different in
Technologies in Knowledge terms of the processes of using
Management electronic resources; and that
the relevance and the quality of
information were important
factors affecting the use of
electronic resources.

Project Magnus C. A study of effort estimation The change in estimation error It is hard to find an estimation has good
planning, Ohlsson and during project execution. is insignificant to notice as correlation to project effort. Thus, preliminary
scheduling, and Claes Wohlin more information becomes and detailed planning is important rather than
resource (1999) available. waiting till execution

allocation
Dadi Weyifen The importance of project The study showed that the The importance of technology that facilitates
(2018), AAU Planning, Monitoring and importance of information for effectiveness in project success clearly shown.
Ethiopia, in Evaluation on project planning and its accessibility in
Abune Giorgis success. real time for project evaluation.
School Building
Project.

Team Ahadiel E. The influence of ICT on adopting new technology has The study is conducted in Tanzania federation
performance Mmbughu (2015) Project management team an effect to stay competitive, of cooperative, and the project sector is
(management) performance. improve product and process different, it cannot be generalized to
for the organization and this emergency and development projects in
can lead to tangible market Ethiopia.
advantages.

Electronic Li Xie (2006) Evaluation of the Electronic The findings of the study is that There is no generalized knowledge. The study
Document/Rec Document and Record EDRMS cannot be generalized was not generalizable finding to all or any
ord /knowledge Management Program in a to all or any electronic electronic document and record management
management Canadian Municipality document and record system program or general users of EDRMS,
management system program as every program has its unique environments
or general users of EDRMS as and the respondent for the research were taken
every program has its unique for that particular purpose.
environments and the
respondent for the research
were taken for that particular
purpose.

Chen et al., 2005 Interrelationship between Document management is seen The study concluded that the integrated
document management, as one of the contributors to management is effective, but it can't be
information management business efficiency and generalized to the management of the
and knowledge effectiveness. that document dissimilarities separately or in the integrated
management management, information system. Thus, each organization can have its
management and knowledge own management system
management are not considered
separate from each other in
terms of their focus; rather,
there are significant overlaps
between them.

10
1.4 Research questions
A research question is a question that the study intended to answer; accordingly, this research
was designed to answer the following research questions:
❖ What is the level of ICT solutions use in the management of projects across the
project life cycle?
❖ What is the level of link between ICT solutions use and the project performance?
❖ What is a causal relationship between the use of ICT solutions and project
performance?

1.5 Research Objectives

Research objectives are expectations the researcher set to achieve. Thus, the general and
specific expectations for this study were given in the following two sections.

1.5.1 General Objectives

The general objective of this study was to assess or describe the use of effective information
and communications technology solutions for project performance.

1.5.2 Specific Objectives

The specific objectives of this study were:

❖ To describe the level of information and communications technology (ICT) use in the
management of emergency and development project throughout the project life cycle.
❖ To identify the level of link between the use of ICT solutions in project phases and the
project performance.
❖ To determine the causal relationship between the use of ICT solutions in project
phases and project performance.

1.6 Significance of the study

Effective ICT use enhances the performance of project management. In this regard,
Mmbughu (2015) expressed the importance of using appropriate technologies in that proper
use of technologies such as Information Communication Technology (ICT) is useful for
facilitating successful project management, for ensuring successful project routines, thence,

11
organizational performance. Also, Gaith et al. (as cited in Wambui, 2017) revealed that
information technology-enhanced project performance is used in Nigeria.

Cognizant of the importance of information and communications technology, Catholic Relief

Services budgeted for information and communication technologies every fiscal year. Most
of the standard technologies are acquired for local project use through headquarter in the US
with the help of GKIM on providing specifications. The adoption of emerging technologies is
also mainly managed at headquarter level. But local assessments such as this study would
incorporate local-specific usage assessments. It would provide information on country-
specific technology use experience such as the type of tools used, how often used, the indirect
effect of Internet outage which affects project communication, access to cloud-based project
budgeting system, access to knowledge base repositories, and online portfolio management
system.

The study is also essential because it would provide information on the effective information
and communications technologies to CRS projects. In relation to project management, the
study might also be used as an input to functions during the development of ICT usage policy
and procedures, during the revision of staffing, and in the development of a culture of
adopting emerging technologies.

The research might also be used as a literature review in academic areas. It might contribute
to the body of knowledge in project management as the study also examined the adoption of
an effective technology such as drones in terms of use to enhance project performance.

Since the study also examined the use of effective ICT solutions in relation to project
performance, it might also be used not only in developing the integration of ICT support into
projects, but it would also help in forming necessary and effective bonding between the
project and the supporting ICT. The researcher believed that the ICT support given would be
more effective when both project staff and the supporting staff would appear somehow on the
same page in understanding the association of aspects of the project and effective usage of
ICT; thus, the outcome of the research would help in this direction.

1.7 Scope of the study

The study has been conducted to assess the effective use of ICT for development food
security activities and emergency project performance in the CRS Ethiopia program.

12
Information on the use of ICT has been gathered from the agency's project staff. In addition,
information on the project supporting people and organization (process, policy, procedure-
related) have also been gathered from project staff. Since the need to refer to secondary
documents of policies and procedures did not arise, documents were not referred to gather
details of information on the study. Thus, the scope only targeted CRS project staff and did
not target gathering secondary information from documents or from respective operations
staff of supply chain, human resources, finance, and ICT; though, operation staff is working
on project support-related activities. Accordingly, the study was based on the analyzed
response of data collected from project staff to explain the relationship among the
independent variables (ICT use for managing project phases), EEFs, OPAs and the dependent
variable (project performance). Gathering information from the staff of partners,
beneficiaries, and others was not the scope of this study as these parties were not the direct
users of CRS's technologies under consideration in this research.

1.8 Limitation of the study

The research might not be generalized to other international non-governmental organizations

(INGOs) or to a national level as each party has its own different project environment in
relation to ICT use. It should be noted that the accuracy of the research result depends on the
collected data which in turn depends on the respondents’ skill and knowledge on the subject
matter or on how they understand the questionnaire.

Finally, on the data side, during this research time, staff were working from remote (home)
and busy with project activities at the same time; thus, the response rate (number) might not
be highly sufficient enough as expected to generalize to the population outside of the study
area, though, the researcher reminded participants via different communication channels such
as email, phone call and in-person visiting those who were available at their office; however,
in doing so, the researcher would have respected the right of those participants who did not
want to respond.

1.9 Definition of terms

Information and Communications Technology (ICT): These were hardware and software
solutions supporting effective project planning, execution, monitoring & evaluating, and
closing.

13
ICT use: These were indicators of the type, level and frequency of hardware, software and
data used to gather, process, and distribute project information, thus influencing project
performance.

Project Planning/Design: These were processes required to establish the scope of the
project, refine the objectives, and define the course of action required to attain the objectives
that the project has undertaken to achieve.

Project Execution: These were processes performed to complete the work defined in the
project management plan to satisfy the project requirements.

Project Monitoring and Evaluation and Controlling: These were processes required to
track, review, and regulate the progress and performance of a project; the process also aimed
at identifying areas requiring changes to a plan and accordingly initiating corresponding
changes.

Project Closure: These were processes performed to formally complete or close the project,
phase, or contract.

People: These were support staff giving support to users (project staff) of ICT solution for
managing project phases (planning, executing, monitoring & evaluation, and closing projects)
whose ICT support skill; team acquisition, development and management; support structure
and staffing influences ICT use and project performance.

Processes/policy/procedures: These were the organizational process assets such as

guidelines, standards, templates, methods, financial and change control procedures, resource
control management, established structure, system of authority, culture of supporting
objectives, etc. influencing the assurance of effective use of ICT for planning, executing,
monitoring & evaluating, and closing of projects.

Project Performance: These were the completion of projects on schedule, within budget and
as per the intended purpose and per objectives.

1.10 Organization of the study

The study was organized into five chapters. The first chapter was about the introduction and
consisted of nine subtopics. The sub-topics were the background of the study, the background

14
of the organization, statement of the research problem, research question, objectives of the
study, the significance of the study, the scope of the study, limitations of the study, definition
of terms, and this section - the organization of the study. The second chapter would deal with
the related literature reviewed on the study. Chapter three would deal with the research
approach, design, and data collection methods methodology of the research. Chapter four
would present the analysis of the research results, and chapter five would contain conclusions
and recommendations. These were made based on the findings of the study. Finally,
references, appendices, and other important documents have been attached in the last of the
report.

15
 CHAPTER TWO: LITERATURE REVIEW

2.1 Introduction

This chapter would explore the research studies on the effective use of information and
communications technology (ICT) for project performance. The researcher, though, limited
but explored related research done by other researchers and scholars to gain insight into
factors affecting the use of ICT for project management. Many researchers have conducted
research related to ICT in connection with the adoption and use of technology in construction
projects, factors influencing the implementation of ICT projects, and the expected benefits
associated with the technology use (Yang et al., 2011). The researcher has organized the
results of the exploration to reflect the relevance of the objectives of this study to the research
problem. Generic project phases of a project lifecycle, such as project planning, project
execution, project monitoring & evaluation and control, and project closure, have been
briefly described. The researcher has reviewed the literature on ICT use across a project life
cycle, such as ICT use for scheduling, budgeting, resource allocation, team management,
project communication, procurement management, and record management. Next, the
researcher reviewed the intervening effect of people and processes on the adopting or using
ICT for project performance. Finally, the researcher presented a conceptual framework that
guides this research and shows how ICT is related to project performance. The influence of
ICT on project performance is not much evident. Prior research has mainly focused on
finding the effect of ICT on economic growth at a national level, sectoral levels such as
Education, agriculture, food security, and user-level such as farmers.

2.2. Theoretical Literature Review

2.2.1 Project Management

Project

When organizations want to keep themselves competent, they set out projects (one-time work
that has a beginning and ending time) to produce unique products, services, or results. Non-
profit organizations also set out projects to address a humanitarian need with exceptional
products, services, or results. In our globe, enormous projects are running at a specific point
of time; however, each project is unique, meaning it produces a new product or services or

16
results we have not seen before. Westland, J., 2006 defined a project as an unusual endeavor
to make a set of deliverables within the specified time, cost, and quality constraints. Thus, a
project has a time frame or is temporary. PMI (2017) defined a project as a temporary effort
that undertakes an endeavor to create a unique result, service, or product. PgMD Pro Guide
(by PM4NGOs, 2018) also defined a project as "a temporary endeavor undertaken to create a
unique product, service, or result." This definition is the same as the definition given in
PMBOK Guide (PMI, 2017). According to PgMD Pro, "project delivers integrated outputs or
deliverables"; accordingly considered that the better result or outcome of the project is, the
better the project is to deliver specific benefits for communities within the time-bounded
frame. The Guide also mentioned that the project depends on donor requirements to make the
intended benefits measurable and cost-effective.

It has been known projects are driven by constraints, and different articles have described
these competing constraints as time, budget, quality, resource, risks, and others. Accordingly,
since completing projects consumes resources, they should be planned, organized, directed,
and controlled correctly, and this requires using knowledge, skill, tools, and techniques.
Besides, project guides and articles indicated that a constraint for one project might not be a
constraint for another project, and balancing the restrictions determines the project's success.

Project management

PgMD Pro Guide has defined project management as the discipline of planning, organizing,
and managing resources; the discipline aims to bring about the successful delivery of specific
project goals, outcomes, and outputs. According to the PMD, achieving each aspect's goals,
products, and results is a challenge that project management faces. The reason is that project
management should not only try to achieve the elements but also should be able to manage
project constraints in scope, schedule, budget, and quality. PMI (2017) defined project
management as the application of skills and knowledge to a project activity. The stated
definition was that the application of techniques and tools to the carried-out activities. The
application of each description is to apply them to activities to meet project requirements.
According to Westland (2006), project management is the skills, tools, and management
processes required to undertake a project successfully. Thus, Westland summarized that
project management incorporates sets of skills, a suite of tools, and a series of processes.

17
Project Life Cycle and Phases

The project life cycle indicates the beginning and the end of a project and its various phases.
Ward and Chapman (1995) stated that project lifecycle could be commonly described in four
phases: conceptualization, planning, execution, and termination. Westland (2006) also
described the project lifecycle in terms of its four phases: Project initiation, planning,
execution, and closing. PMBOK (2017) described a project life cycle as a sequence of
phases, even though the phases can sometimes overlap. The Guide also explained that project
phases could be defined differently by different organizations, and they have no clear
boundary thus can sometimes overlap. The Guide also described the project phase as a group
of logically related activities carried out to complete one or more deliverables in a planned,
managed, and controlled way. According to the Guide, typical project phases can be Project
Initiation (starting the project), Project Planning (organizing and preparing), Project
Execution (carrying out the work), and Project Closure (ending the project).

Project Processes

Project management processes are another component of PMBOK Guide. PMI has briefly
described Project management processes as a systematic series of activities focusing on an
end-result; the Guide has logically grouped project management processes into five Project
Management Process Groups (PMPG). These process groups are termed Initiating, Planning,
Executing, Monitoring and Controlling, and Closing. The processes can be repeated in each
phase hence independent of project phases and project application areas such as resource
management, supply chain, information services, and finance or industry focus areas such as
construction, aerospace, etc. According to PMI, the aim of each process group is: Initiating
Process Group defines a new project, or it defines a phase of an existing project; Planning
Process Group establishes the scope of the project or course of actions the project undertakes;
Executing Process Group accomplishes the work packages defined in the project
management plan to satisfy project requirements; Monitoring and Controlling Process Group
tracks progress, review and regulate the progress and performance of a project and
identifying areas requiring changes to a plan and accordingly initiating the relevant changes;
and finally, the Closing Process Group formally completes or close a project, phase, or
contract.

18
PMBOK summarized the interrelationship among components in projects such as PLC,
phases, and processing groups as shown in figure 2.1.

Figure 2. 1: Interrelationship of PMBOK® Guide Key Components in Projects

Source: PMBOK Guide 6th edition.

2.2.2 Project Management and Information Technology

PMBOK Guide (PMI, 2017) recognized the influence information technology has on project
management. According to PMBOK® Guide, the influence of infrastructure technology
hardware, infrastructure technology software, telecommunications channel, shared systems,
and cloud computing was categorized under the internal enterprise environment factors (EEF)
for a project, and the knowledge base and policies were categorized under the internal
organizational process assets (OPA). Therefore, EEF (either internal or external to project)
and OPA (internal to a project) were the two forms of support the organization and the wider
community provide to assist project teams in managing and delivering their projects. The
guide also stated that project managers use OPAs to improve the management of their
project, and they manage it within the constraint and guidelines established by the EEFs. The
guide generalized that without the necessary resources and support from the organization, it is
nearly impossible to consistently deliver successful projects. Thus, EEFs and OPAs were the
two factors that considered enhancing or, in some cases constraining projects. In connection
with this, technology was intended to facilitate the effectiveness and efficiency of the project
managers.

19
Generally, tools are required in the conversion of inputs to outputs to support or enhance the
effectiveness of activities carried out in every organization-defined project phase. When used
effectively, ICT is one of the tools that enable or facilitate project activities to produce output
or to have an impact on goals.

2.2.3 Use of ICT in Project Planning: Scheduling, Budgeting, Resource

Allocation

The researcher agrees that the successful completion of a project is something that is desired
and should be worked toward achieving objectives in an effective and efficient manner
measured through its known dimensions - on schedule, within budget, and per scope. But the
definition of project success was a discussion point in several articles, according to
Bannerman (2008). Bannerman pointed out that though several discussions have been carried
on, the definition of project success consensus has not been reached in those discussion
works of literature. But according to PMBOK, success can be achieved through applying
project management practices. Thus, project management, according to PMBOK, is
accomplished through applying and integrating the project management processes given as
initiating, planning, executing, monitoring, and controlling, and closing in PMBOK.
However, some projects are complex, and others are even extremely complex enough to
accomplish easily; thus, the management of such projects needs ICT tools that aid project
management.

This study has focused on the effect of ICT as an enabling or facilitating tool to improve the
chances of project success in meeting its objectives. Among these technologies and use,
planning and modeling software, document management technologies, hardware
infrastructure, ICT usage skill, processes (e.g., processes to acquire hardware/support and
forms used to control time, cost, quality, etc.), ICT use policy, etc. were the ones that this
study has assessed to determine the extent in which they affect project performance. The use
of these technologies across project lifecycle would improve the managers' performance in
managing projects. According to several works of literature, since projects are implemented
in an environment that can influence the project, project managers should know the project
environment such as stakeholders, client/sponsors requirements, the company organization
structure, new technology, competitors, market, rules, and regulations, etc. thoroughly. Since

20
projects are unique in some way, it is reasonable to briefly discuss the project lifecycle and its
constituent phases.

ICT provides tools that aid project managers in planning and managing projects. These tools
are known, in many articles, including PMBOK, like project management software systems
(Tool). The tools were described as computer applications that are specifically designed to
aid the project management team in the planning, monitoring, and controlling of the project.
As per the description, the aid in monitoring and controlling, planning, and execution
includes estimating cost (budgeting), scheduling, allocating and managing the resource
(materials and personnel), managing communication and collaboration, analyzing risks,
controlling documents, and managing records, and risk analysis. It has also been described
that the tools have a basic or advanced feature that supports primary management processes
simple and advanced.

In general, ICT has enabled project management to facilitate time-managed, cost-effective,

and quality assured projects. For project managers, ICT is an essential tool and is not a simple
enabler as the tool aids them to access any piece of needed information at any time anyplace
so they will quickly make an appropriate decision on project issues on time (Laudon &
Laudon, 2012). According to Ohlsonn & Wohlin (1999), research was conducted to find the
effort needed to be applied to a software project in its execution stage. Accordingly, the
research found appropriate measures to re-plan projects. The re-plan was supposed to boost
the effort estimation as a lot of information became obtainable during project
implementation. The study was so aimed to find the effort estimations evolved as a software
project was performed. Dadi Weyifen (2018) conducted research on the importance of project
planning in project success. Dadi stated that clear goals and objectives and planning
processes are not the only factors to consider; the availability of information and real-time
evaluation are also important factors. For information to be without delay available and
accessed in real-time, the supply of relevant ICT tools is important. According to Westland
(2006), project managers can use planning software, modeling software, etc., to improve the
chance of project success.

PMBOK 2017 identified ten project knowledge areas or disciplines in project management,
and every discipline would deal with a piece of a particular knowledge. According to the
guide, all information of the rest of the nine disciplines were brought together in the Project
Integration discipline, thus sharing of the knowledge on all disciplines is an important activity

21
instead of storing data of every discipline singly that makes an extra effort and separated
storages. Thus, within the project management environment, integration includes
characteristics of unification, consolidation, communication, and interrelationship. Therefore,
multi-module ICT applications like enterprise resource planning (ERP), particularly extended
versions, are important for integration. Every discipline has its own module to boost each
knowledge areas; however, overall, their combined effect improves the integration of project
knowledge areas. From different works of literature, bloggers, and others, it has been
observed that MS project, Project scheduler, etc., are used for scheduling and resource
allocation, whereas e-Budgeting (adaptive planning), Spreadsheets, accounting software, etc.,
are used for cost estimating and monitoring actual value versus budgeted value.

2.2.4 Use of ICT in Team and Talent Acquisition Management

Project people are the most valuable resources to manage in a project. People can make the
project cost-effective and time-efficient or can create project failure. Human resource is
expensive and managing them is complex. Managing the availability of resources and their
skills is critical in project management. Thus, ICT tools that aid the management processes
such as acquiring the right personnel, building them as a team (coordination), and developing
their skills to receive payback from the skills are required. A study conducted in Cameroon
by Piabuo et al. (2016) has determined the effect ICT use has on the efficiency of human
resource management; accordingly, the study found that the association between the use of
ICT and the human resource planning, acquiring, building, and developing, and evaluating
(performance management) efficiency was positively significant. Pihir et al. (2008) stated
that the importance of acquiring specific knowledge about project management and providing
ICT support to increase the probability of project success. The researchers wanted to show
the importance of project success and explored whether the Croatian companies educate
employees in project management, the extent to which they educate them, and the extent to
which the companies or employees use ICT as project management support. Thus, training
staff in the use of ICT in connection with project management supports project success. For
example, project resource planning software enables project managers to assess the right
resource required for their efficiency and in their activity. Such software also aids managers
in tracking project resource use and workload.

22
2.2.5 Role of ICT in Project Communication on Project Performance

The communication tool is at the core of project management, and its function stretches
across project phases such as planning, execution, monitoring & evaluation phases.
Successful communications on the project performance dimensions such as time, cost, scope,
and quality require effective communication (Zulch, 2014).

Grudin & Poltrock (1989) stated that "implementing tools for communication contributes to
increased project communication efficiency." Thus, effective communication enhances
successful communication on dimensions of project performance; hence, project success; and
the use of ICT tools improve communications effectiveness and efficiency.

The communications tool is an object that enables communication to occur between two or
several project stakeholders. ICT solutions are objects that aid communication to occur
among stakeholders through providing communication channels and platforms. The channel
through which communication occurs is a medium through which the information travels,
and a platform is a channel by which information flows (Robbins) as cited in (Berg, 2017).

Studies have found that project managers spend more than 90% of their communication time
(Kloppenborg, 1900) as cited in (Andrade Rodríguez, 2017). Scanlin (cited in Chua, 2015)
pointed out that communication consumes about 75-90% of a project manager's time, and
information, therefore, needs to be current and available on-demand. Besides, it has been
pointed out that the interpretation of communication in most cases is the root cause of project
failures; thus, a project manager with strong communication skills can impact project success.
For this and other purposes, various types of tools that can enhance communication have
been developed and already used in project management. The way these tools have been
adopted and used can affect their effectiveness. Thus, communications should be planned
when and how it would take place. A solid communication plan increases the constancy of
how the project is handled (Mooz, Forsberg, & Cotterman, 2002). Communication should
address how it meets stakeholders' needs.

Several studies on communication flow showed that it should flow in all directions: upward,
sideways, and downward for communication to fit in project management effectively.
According to the studies, to easily communicate with the project manager, the project team
and other participants should have tools to help them access the project manager. Several
studies, websites, bloggers, etc., have been sharing their views that the availability of
23
practical ICT tools such as emails, phones, Instant chat, and calling software helps the project
manager manage and control the project communication management. The views also
indicated that virtual collaboration requires the commonly known collaboration and meetings
tools such as Microsoft Teams, Cisco Webex, Zoom, Google Hangout, etc. These
applications also allow shared files, chat, meetings, and calls (audio/video), and specifically,
they aid project managers in conducting webinars and pieces of training. In general,
collaborative tools support communication and collaboration by enabling people to work
together. These tools facilitate communication transmission over a networked computer
system that lets different people coordinate their work activities. For example, video
conferencing (body language and tone of voice) is a tool that is used for collaboration taking
place simultaneously, and email (written word and prone to error) is used for collaboration
taking at different times. However, face to face meeting has high social presence than email
which has a low social presence.

2.2.6 Use of ICT in Procurement

Boer et al. (2002) defined the term e-procurement as "using Internet technology in the
purchasing process". Thus, ICT solutions should be adopted and used to make the
procurement system operates appropriately and meet project challenges. Hence,
computerization of the procurement system and the function upscale is a need in the current
project management system. The Global procurement system has influenced the current
procurement system. According to Thomson & Jackson (cited in Ngugi and Mugo, 2012),
supply chain procurement professionals spend too much time "putting out fires" and reacting
to daily problems. E-procurement would help a project manager address concerns such as a
bidding process, fraudulent act, increasing accessibility, and increasing visibility to donors.
While the use of ICT solutions is increasing the number of bidders, on the one hand, it is also
decreasing the cost of collecting the information on the other hand.

All contract negotiations and management, supplier selection processes, requisitions, request
for quotations, bid evaluations/offer analysis, etc., involve a decision-making process that can
affect the project performance: time, cost, and specification/scope. The process of supplier
can lead to project success or failure. Araújo et al. (2017) highlighted the importance of
suppliers in the project's success or failure. Thus, the selection and evaluation of the
supplier's performance play an essential role in the development of the project.

24
ICT has helped project organizations be visible to their donors and stakeholders in the
processing and use of their supply chain; that is, it has helped facilitate a flow of project
materials among stakeholders. According to Burt et al. (2010), information sharing is a
crucial enabler of effective supply chain management; however, information sharing does not
require technology, but technology is increasingly being used as the "vehicle of use."

As Spekman et al. (1999) stated, the advantage of information technology, as reported in the
European Journal of Purchasing and Supply Management, certainly competitive advantage
accrues to those who effectively adapt information technology to disseminate information
within the supply chains better. Several industries consider their ability to link electronically
is a right of entry and a prerequisite to be considered as a potential supply chain partner.

2.2.7. Use of ICT in Electronic Record Management

Document and Record Management System (EDRMS)

On the Technologies blog site (SEGUE Technologies of Tetra Company), Dmitriy (2013) has
posted that a document management system (DMS) commonly provides storage of
documents and versioning of documents and security and indexing and retrieval capabilities.
The blogger also added a record management system (RMS) used for storing project records
for evidence of activities as they have strict compliance requirements and are mostly
unchanging. Owners of document management software such as Oracle, OpenText, etc., have
indicated that they could use solutions to automate standardizing, organizing project
documents. Cloud applications such as Dropbox, MS OneDrive, Google Docs, etc., also
allowed users to work with their own content from any device and anywhere. MS Office suite
is used to create documents, but document management software (DMS) must organize and
maintain documents. Xie (2006) in his study on evaluation of electronic document
management and record management program, summarized electronic record management as
an application designed to improve the management of current electronic record in
organizations frequently integrated with an electronic document management system, thus
has become an electronic document/record management system (EDRMS).

Organizations must streamline critical business processes to become competitive and

successful in today’s economic environment; thus, they should leverage enterprise
information assets to decide at the minimum time possible. They must ensure document
currency and simplify access to business knowledge on an enterprise basis. This indicates that
25
organizations need a system – the document management system- to provide and securely
organize, manage, and share documents; this shows that a document management system
should be in place to manage information and knowledge effectively. The electronic
document management system (EDMS) is a tool used to manage information and knowledge
(Chen et al., 2005).

According to the above views, documents consist of information that can be accessed and
modified by users. At the same time, records provide evidence of activities within a particular
company and often have stringent compliance requirements; thus, they are mostly
unchanging. Therefore, a document management system is used to store, modifies and track
documents. In contrast, records management systems are used to create, store, maintain,
retrieve, disseminate, and disposes of project records such as contracts, legal government, and
other regulated records. In connection with the above systems, different websites have also
described Workflow as document management systems that are used to automate repetitive
processes to fine-tune workflows or performance. Similarly, they have also described content
management systems as a document management system that is used to organize and deliver
different contents and media to web users.

Information Sharing

It has been known from studies that as the extent to which project know-how is expanding,
sharing project information has become vital. Managing projects with significant values and
complex nature are challenging and requires the project team and stakeholders to trust the
project organization's relationship, structure, and culture of the project organization that
impacts project information sharing. To this effect, studies have shown that proper
information sharing requires a well-designed framework for managers to make accurate
decisions; thus, for powerful project information sharing, the framework for sharing
information must be appropriately designed. Therefore, well-designed information sharing
frameworks are essential because they help project managers make correct decisions,
implement the right ways, and end a project on time and within budget (Alexandra-Mihaela
and Danut, 2013).

As a result of IT, expansions in organizations, the revolution in storing and transferring

knowledge systems has become possible, for instance, due to portals. A current study
confirmed that 68% of project teams use portals for knowledge management as this permits

26
accessible, effortlessly transferable, and concurrently usable information Thomas et al.,
(2007).

Research even proved that the advancement in technology has numerous advantageous
effects on the management of a project. According to the studies, the expansion of Project
Management Information Systems (PMIS) improves information sharing and decision
making among the project participants. Applications designed for complex nature projects
permit robust and secure information flow and support to the planning, scheduling better, and
controlling processes; they're an actual asset for the complete project management (Braglia
and Frosolini, 2014). Second, using information technology enables communication amongst
project people, thus, optimizing project cost, and saves time, and reduce information loss on
staff turnover for organizations (Landaeta, 2008). Finally, according to the articles, virtual
exchanges have the asset of being extra inclusive for minorities, enhancing the team-building
process and satisfaction. If a meeting is to be conducted face-to-face in advance of using
computer-mediated communication throughout a project, the study conducted by del Carmen
Triana et al. (2011) proved that the usage of digital exchanges first might have girls felt extra
supported within inside the project and that is throughout the project complete duration. So, it
must balance the intention of the extensive use of communication technology with the current
findings on their couple of belongings within the sharing of information in project
management. Social networking applications like Facebook, LinkedIn, and so forth are
personal or individual networks of sharing information among the project team. These days,
ICT that can enhance project-related virtual activities such as meetings, learning/training,
events/workshops, and so forth are crucial.

Knowledge Management

Many researchers have acknowledged that information technology has already been in use in
numerous projects. The evidence is often because of several organizations' activity in
examining operations to find methods and improve their operational efficiency. Besides, their
greater demands for cheaper and time-efficient have led to new processes; many of them
adopted IT that supports them to improve performance. It has also been clear that the
globalization effect engages project teams to reply swiftly to the environmental changes and
achieve the enterprise goals. However, it is hard to manage different kinds of project
knowledge and sources. Thus, knowledge management is changing into a crucial strategic
issue in project management. Research also revealed that the anchor for knowledge

27
management is the idea that an organization's most valuable resource is the knowledge of its
employees; works of the literature showed that ICT is a means to enhance knowledge
management activities. (Yang et al., 2011)

Several studies have revealed that knowledge is an asset to an organization. Obviously, as a

project team go with each project phase across the life cycle and complete a project, the team
learns, which helps the team also have many accumulated information that may be lost during
the project life cycle unless converted into knowledge and kept somewhere, thus, electronic
means is required because electronic resources are readily available and easily accessible
(Song, 2007). Therefore, to keep the learned knowledge as an asset for an organization,
management support and the tools and processes of knowledge management must be in place.
Organizations ought to have a culture of recognizing the worth of project information and
knowledge as strategically important. Besides lessons learned from the project, project people
must manage knowledge assets such as policies, guidelines, and other resources of all kinds.
Besides, the project team must collect all information and knowledge to employ a system that
will allow access and sharing for the project team when the need arises. ICT applications
such as MS SharePoint, etc., can be used as a knowledge management platform. Udeaja et al.
(cited in Mainga and Yan, 2009) stated that information could only become knowledge
once one can realize and understand the patterns and their implications. Equally important,
knowledge enables predicting future outcomes based on available information and data
(Jashapara, 2004).

2.3 Conceptual Framework

Harindranath et al. (2007) revisited the role of ICT in development. The authors arrived at the
relationship between the role of ICT and a development project is not crystal clear even if
different frameworks are used. The summarized article described the association as "It is now
widely accepted that Information and Communication Technologies (ICT) have an important
role in national development. However, the nature of the link between the two remains
unclear. Much of this state is due to a lack of clarity on how ICT is conceptualized in this
context. While some conceptual frameworks have been proposed, they lack important aspects
that can give a more comprehensive picture...."

28
As there is no single generic conceptual framework for the role of ICT in managing projects,
the researcher has summarized the concepts raised in the conceptual framework shown in
figure 2.2.

Independent Variables

Dependent Variable:
ICT Solutions in
Project Management

Planning
Project Performance
Execution

M&E
• Within Schedule
• Within Budget
Closure
• Per Donor Specifications
or Scope or Compliance
EEFs (People)
(ICT Support Skill,
ICT/ICT4D Support
Staffing & Structure,
Team Hiring and
Management Support)

OPAs
(Organizational
Process Assets)
(Processes, Policy,
Procedures)

Figure 2. 2: Conceptual Framework

29
 CHAPTER THREE: RESEARCH METHODOLOGY

3.1 Research Approach

There are three research approaches, namely: quantitative, qualitative, and mixed
(triangulation) methods. The mixed method is the combination of the two approaches.
Kothari, (eBook 2004) defined that there are two fundamental research approaches, namely,
the qualitative and the quantitative approach. According to Kothari, quantitative involves the
generation of data in quantitative form. The data is subjected to rigorous quantitative
analysis. But qualitative research is concerned with the subjective assessment of attitudes,
opinions, and behavior. Qualitative research generates results in non-quantitative form; the
data is not subjected to rigorous quantitative analysis.
Ragin (cited in Lawrence Neuman, 2014) explained how qualitative and quantitative
approaches complement each other as data condensers or enhancers. According to Ragi, the
key features of the qualitative approach can be seen when contrasted with quantitative data.
While quantitative data techniques condense data so that the big picture can be seen,
qualitative methods enhance data; thus, best understood and the key aspects of cases are more
clearly seen. The researcher used mainly a quantitative approach, however, wherever possible
qualitative approach was also used to support the main quantitative approach to take
advantage of both quantitative and qualitative data available for the study.

3.2 Research Design

Creswell and Plano (as mentioned in Tesfaye Boru, 2018) defined a research design as the
techniques for collecting, analyzing, decoding, and reporting data in research. Accordingly,
the study adopted descriptive research (study) design to collect, analyze, translate, and report
data on ICT solutions use in managing projects across the project life cycle. The study also
used an explanatory design to explain the extent of independent variables' effect on ICT use
for managing projects. According to Babbie 2007 (cited in Mwangi, 2015), descriptive
research layout portrays the research variables by answering questions such as what, who,
and how. Accordingly, the researcher has chosen the descriptive research design for this
study because it also allows both data types, meaning quantitative and qualitative data, to find
data and characteristics about a population being under the survey. Thus, the researcher used
descriptive research design to examine about what, which, and how often and how project

30
aspects the participants used ICT for project performance through applying the quantitative
research methods supported by qualitative methods wherever necessary. To gather
information, the researcher used the survey technique, which provided descriptive
information on present conditions. According to several articles, the benefit of using a survey
is that it is economical and gathers data on a one-shot basis. Abiy et al. (2009) stated that
surveys could enable collect data at a specific point of time to describe the characteristics of
present conditions, etc., or figuring out the relationships that exist among particular events.
Thus, the researcher made used the survey technique for the research and partly developed
and partly adopted a questionnaire for data collection to be filled by respondents at their
convenient time.

3.3 Population and Sample

3.3.1 Target Population and sampling frame

Kombo (as cited in Loru, 2005) has defined population as: "Population can be defined as a
group of individual, items or objects from which samples are taken from measurement." The
population for this study was all project staff in CRS Ethiopia Program. There were 146
project staff targeted population for this research. However, target population in focus were
144 as two staff based outside of CRS Ethiopia (one staff was working from headquarter HQ
(in the US) and another staff was working from a regional office based in Kenya) and not
using CRS Ethiopia's infrastructure; thus, they were purposely excluded from this survey.
The researcher acknowledged that any variations in target population number between the
proposal submission and actual data collection time due to resignation, new joiners, illness,
etc., would be considered and accordingly excluded new staff and resigned project staff from
the population. The sampling frame for this research was all CRS Ethiopia program staff who
had email addresses. The target population was fully within the sampling frame.

Sampling Frame

Target
Population

Figure 3. 1: Target population and sampling frame

31
3.3.2 Sampling techniques and Sample Size

Sampling Techniques

A sample is a selection of participants taken from the target population, a group the
researcher wants to study. According to Landreneau and Creek (2009), there are two
significant sample designs: the first group is probability sampling that includes some form of
random selection in choosing the elements. Probability sampling comprises four main
methods: simple random, stratified random, cluster, and systematic. The second group is a
non-probability sampling, where nonrandom techniques select the elements randomly.
Though such sampling is less likely than probability sampling to produce representative
samples, researchers can use non-probability samples for three reasons: convenience, quota,
and purposive. However, to increase the response rate, the researcher distributed survey
questions to all available target populations.

Sample Size

Patton (2002) (as cited in Michelle Butina, 2015) says that the sample size depends on what
one wants to know, the purpose of the inquiry, what is at stake, what is useful, what
credibility, and what can be done with available time and resources. Through a web search,
the researcher identified a sample size calculator, thus, adopted "The Survey System" online
calculator to decide the sample size and decided to be 105, as shown in Figure3.3. The
researcher used a 5% margin of error or confidence interval. However, the situation was not
conducive to collecting sufficient data as many respondents were busy with a rebidding
activity of a project with a substantial programmatic value. The researcher could not make
sure whether project staff at Mekelle could participate due to connectivity issues; thus, the
researcher decided and invited via email144 participants instead of 105 to increase the
response rate.

Figure 3. 2: Sample size

32
(Generated online at https://www.surveysystem.com/sscalc.htm.)

3.4 Data Type and Source

Denscombe (2010) observed that a questionnaire defines the problem and the study's specific
study objectives. According to Denscombe (2010), a questionnaire is a research tool that
comprises written questions to gather data directly from respondents without changing their
views or providing them with information. Denscombe also pointed out that questionnaire is
used in an environment when situations are open and allow obtaining full and honest
responses. Thus, assuming CRS's social climate would enable one to get complete and real
answers, the researcher prepared questionnaires and collected primary data from the
participants. For this purpose, the researcher partly adopted the questionnaire approaches and
partially developed the rest of the questionnaire aspects and formats for the ICT use and used
it to obtain data. The researcher imposed structured questions as much as possible; however,
the researcher has also imposed unstructured questions. The researcher adopted some
question types, ratings, and agreement scales from the online survey system named "The
Survey System" and from a researcher Wambui 2017.

The questionnaire items were mainly closed-ended; however, the survey included four open-
ended type questions for participants to answer freely. Closed-ended questions were intended
to allow respondents to respond in specific ways such as yes, no, poor, good, bad, moderate,
to a small extent, to a great extent, to a very great extent, one week in a month, etc., on Likert
scale ratings. But the researcher imposed open-ended questions to gather details on the
specific ICT solutions they use. Such open-ended questions allowed some respondents to
give their responses as they wish.

In summary, the researcher mainly used structured questions to conserve respondents' and
researcher's time. Still, the researcher also ensured respondents by including open-ended
questions, yet not restricted users from mentioning specific solutions they use freely. The
researcher also interviewed four key informants focused on how organizational process assets
and enterprise environmental factors influence ICT solutions to use for project performance
to identify challenges and used it to support the quantitative analysis.

33
3.5 Validity and Reliability of the Research Instrument

Validity of the research instrument

Regarding validity and reliability, Heale and Twycross (2015), in their two-page
correspondence on validity and reliability in quantitative studies, defined validity as a
quantitative measurement that explains the extent of how accurate concepts are measured.
The researcher contacted experts and gathered their expert opinions, which improved the
content validity of the data.

Reliability of the research instrument

Heale and Twycross (2015) described reliability as a measure that relates to the consistency
of a response (data) in which the response of a participant if a participant completes the same
test and the response remains approximately consistent each time, thus there is no exact
calculation for reliability. However, the reliability of the consistency would be measured
using Cronbach’s alpha that lies between 0 and 1. A higher value of alpha indicates that
consistency exists between the items in the group of the aspects of the study. If Cronbach’s
alpha is greater than 0.7, it means that the consistency of the instrument is acceptable. The
result of the reliability analysis was shown in table 3.1.

Table 3. 1: Cronbach Alpha

Construct Cronbach's Reliability Alpha Number of Items

ICT use in Managing Project Phases .905 5

Project Performance .764 3

(Source: SPSS output 2021)

3.6 Data Collection Procedures and Tool

The researcher distributed the questionnaire to respondents mainly via designing a Google
survey form to let participants fill it out at their convenient time and to reduce the Covid-19
transmission issue. In addition, a word document form has also been shared via email in case
respondents face challenges with connectivity to do online on Google form. The researcher

34
reminded the respondents via email and phone to encourage them to participate before
closing the form. The form was online and open to participants for five working days.

3.7 Ethical Consideration

The researcher reminded the participants via email and phone; however, the researcher also
respected the right of participants not to respond. The researcher also respected the
confidentiality of respondents using anonymous communication, such undiscovered feature
of email, and did not cache their email address too. The researcher disclosed in the
questionnaire that a complete or any part of their response and personal information, by any
means, would not be disclosed to a third party or misused other than for this research input
purpose only. The researcher respected and not violated the policy of the organization. Data
would only be used with respect to the policy of stakeholders, and to that effect, the
researcher sought advice from project owners on the use of information. In general, the right
of the respondents was clearly written on the questionnaire.

3.8 Data Analysis and Presentation

Babbie (cited in Mwangi, 2015) stated that the type of data analysis tool required to do
analysis would depend on the type of data collected; there are two types of data: namely, one
of the data is qualitative, and the other one is quantitative. The qualitative data collected was
checked for completeness, cleaned, and analyzed. The content was framed in terms of
categories related to the topic. Challenges (barriers), know-hows of the informants, etc., were
taken as a common frame to analyze the content. The content was summarized objectively as
much as possible. The quantitative analysis used both descriptive and inferential statistics,
and to analyze the collected quantitative data, the researcher used the Statistical Package for
Social Sciences (SPSS) application software.
The researcher used descriptive statistics such as frequency, median, mode, and percentage to
profile general information or characteristics of respondents and assessed the use of ICT and
how often they use the solutions. To establish the associations among variables (dependent
and independent), the researcher used correlation analysis. The researcher also used multiple
regressions to explain relations among dependent and independent variables. The results of
the analysis were presented in tables and figures such as pie charts and bars, and histograms.
In addition, frequency analysis was also used.

35
 CHAPTER FOUR: ANALYSIS AND DISCUSSION

4.1. Introduction

The researcher used the semi-structured interview to collect qualitative data. The researcher
conducted four interviews face to face. During the interview, the researcher took notes (jotted
down the response), wrote-up the letters, and got approval from the interviewees. After the
approval, the researcher analyzed the collected responses in terms of matching contents,
grouped, and summarized the responses to see the result. To avoid biasing and misleading
approaches, the researcher took notes during the interview and requested verification of the
respondents' content via email.
The discussion topic was how do organization ICT use, process assets, and project enterprise
environmental factors influence project people's ICT use in project phases to accomplish
projects effectively. The researcher imposed seven questions on the interviewees.
Saunders et al. (cited in Francis, 2015) alert the interviewer to be free from being biased or
biasing. The data should be what the interviewees tell; thus, it should not be what the
interviewer wants. In line with Sunders, qualitative research was conducted by applying
semi-structured interviews (with four key informants), though the result cannot be
generalized to the whole population (144 staff). It can give necessary information to the
researcher if combined with the literature review.

4.2 Descriptive Analysis

4.2.1 Survey and Response Rate

The researcher designed the survey to collect responses from staff online using Google
Forms. The same questionnaire was attached in the email and sent to participants if they face
connectivity issues or technical issues related to the online form. The researcher used online
survey system to calculate sample size and accordingly determined the size be 105.
However. The working situation in the organization on the ground during the data collection
was not inviting to just distribute survey questions to a smaller number of respondents as
calculated as staff were tight. Thus, the researcher decided and invited 142 project staff
(target population) to participate in the survey. Among these invited participants, 51 filled out
the online survey, and three staff filled out the form sent via email. Since most teams were
working from home, it wasn't possible to repeatedly visit face to face and encourage the
36
participants to fill out the form; however, the researcher sent a reminder via email; and
communicated with some of them via phone. The response rate was about 38%. Patton
(2002) (as cited in Butina, 2015) says that the sample size depends on what one wants to
know, the purpose of the inquiry, what is at stake, what is useful, what credibility, and what
can be done with available time and resources. The response 38% is sufficient as the sample
(population) is homogeneous.
As there was no significant variation in the number of populations between the proposal
submission and the actual data collection time, either due to resignation, new joiners, illness,
etc., the researcher did not change the proposed population.
The survey consisted of 27 questions. The first five questions (part one) were aimed at
gathering the general information on the respondents. The next 16 questions (part two) were
aimed at assessing whether respondents use ICT in managing their project across the project
life cycle, the type of ICT they use and how often they use the solutions. It was mainly
analyzed using frequency analysis. The rest six questions (part three and part four) were
aimed at analyzing mainly the associations and causal relations between ICT use and project
performance using correlation and regression.

4.2.2 Respondents’ General Information

Regarding demographic data, all respondents are in the same geographic area, and all are
project staff. Thus, it wasn't required to analyze by location or department. However, the
researcher interviewed key informants regardless of their position, age, gender, or academic
education. The researcher included demographic data on sex, age, educational qualification,
years of work experience in CRS, and current staff position for the closed survey.
Respondents by Sex

The researcher imposed this question to determine the gender balance of the respondents.
However, the survey result showed 68.5% of respondents were male, and 31.5% were female.
The researcher invited 56 female and 88 male respondents, and out of these figures, 30.4%
from females and 42% from males responded. The difference was about 11.6%, which
showed nearly gender was balanced. The results were as presented in table 4.1.

37
Table 4. 1: Gender Information of the respondents

Frequency Percent Valid Percent Cumulative Percent

Male 37 68.5 68.5 68.5
Sex Female 17 31.5 31.5 100.0
Total 54 100.0 100.0

(Source: SPSS output 2021)

Respondents by Age

48.1% of the respondents were of the age category 31-40 Years, and 29.6% were of the age
category 41-50 Years. 13% of the respondents were of the age category 21-30 Years, and
7.4% were of the age category 60+Years. 1.9% was from the age category 51-60 Years. The
researcher has received no response from the age category 18-20 Years. The result indicated
that most of the project staff's age was between 31 and 40 Years (age category: 31-40 Years).
The results were presented in table 4.2.

Table 4. 2: Age Information of the respondents

Frequency Percent Valid Percent Cumulative Percent

18 - 20 Years 0 0 0 0
21 - 30 Years 7 13.0 13.0 13.0
31 - 40 Years 26 48.1 48.1 61.1
41 - 50 Years 16 29.6 29.6 90.7
Age Category
51 - 60 Years 1 1.9 1.9 92.6
61 + Years 4 7.4 7.4 100.0
Total 54 100.0 100.0

(Source: SPSS output 2021)

The median was 3.00 which indicated that most respondents were from the age category 31-
40 Years. Thus, the mean is 3.00 which is in the age category 31-40 Years as shown in table
4.3.

Table 4. 3: Measure of central tendency

Valid Missing Median Mode

Age of respondent 54 0 3.00 3

(Source: SPSS output 2021)

38
The mean age was found to be 39.76 with a standard deviation 10.02. The result was shown
in table 4.4.

Table 4. 4: Mean age and standard deviation

Age Category Frequency (f) Mid-Point (m) Mean Std

18-20 Years 0 19
21 - 30 Years 7 25.5
31 - 40 Years 26 35.5
39.76 10.02
41 - 50 Years 16 45.5
51 - 60 Years 1 55.5
61 + Years 4 65.5

(Source: SPSS output 2021)

Respondents by Academic qualification

74.1% of the respondents were holding Masters (Second Degree), 20.4% were holding a first
degree (undergraduate degree), 3.7% holding Ph.D. and 1.9% is holding Diploma. The result
indicates that most of the project staff had a second degree as their highest education level,
which shows they were qualified to respond. Most respondents had masters as their academic
qualification with a mean (median) 3.00. The results were presented in table 4.5.

Table 4. 5: Academic qualification of the respondents

Frequency Percent Valid Percent Cumulative Percent

Diploma 1 1.9 1.9 1.9

First 11 20.4 20.4 22.2
Academic
Masters 40 74.1 74.1 96.3
qualification
PhD 2 3.7 3.7 100.0
Total 54 100.0 100.0

Valid Missing Median Mode

Academic Qualification 54 0 3.00 3

(Source: SPSS output 2021)

Respondents by Years of work experience in CRS

46.3% of respondents were from the work experience category 1-5 Years, and 24.1% were
from the work experience category 6-10 Years. 11.1% of respondents were from the work

39
experience category 11-15 Years. Lastly, some respondents had worked for a long time (more
than 20 Years), 11.2% in CRS, and knew the area. In summary, the result showed that most
of the project staff had been working in CRS for between 1-5 Years with the median 2. The
results were as presented in table 4.6.

Table 4. 6: Years of work experience of the respondents

Frequency Percent Valid Percent Cumulative Percent

Below 1 Year 3 5.6 5.6 5.6
1-5 Years 25 46.3 46.3 51.9
6-10 Years 13 24.1 24.1 75.9
11-15 Years 6 11.1 11.1 87.0
Years of work 16-20 Years 1 1.9 1.9 88.9
experience in CRS 21-25 Years 2 3.7 3.7 92.6
26-30 Years 1 1.9 1.9 94.4
31-35 Years 3 5.6 5.6 100.0
36 + Years 0 0.0 0.0
Total 54 100.0 100.0

Valid Missing Median Mode

Years Of Work ExperienceInCRS 54 0 2 2

(Source: SPSS output 2021)

Respondents by their current position in CRS

29.6% of the respondents were from the S/Project Officer category, followed by 20.4% from
the Technical Advisor category and 13.0% from the Project Officer category. The result
indicates that most of the project staff were working in the Senior Project Officer position. In
summary, the result showed that the respondents were from all positions; however, most
respondents were working as a senior project officer position with a mean or median 5 (the
ten positions were coded 0-9). The results were presented as shown in table 4.7.

40
Table 4. 7: Current work position of the respondents

Frequency Percent Valid Percent Cumulative Percent

CoP, D/ CoP 4 7.4 7.4 7.4
HoP, D/HoP 1 1.9 1.9 9.3
Mid-level Mgmt 3 5.6 5.6 14.8
Senior Mgmt 1 1.9 1.9 16.7
Project Manager 6 11.1 11.1 27.8
Respondnets'
S/Project Officer 16 29.6 29.6 57.4
current position
Project Officer 7 13.0 13.0 70.4
Data Management 0 0.0 0.0 70.4
Project Assistant 5 9.3 9.3 79.6
Technical Advisor 11 20.4 20.4 100.0
Total 54 100.0 100.0

Valid Missing Median Mode

Your Current Position 54 0 5 5

(Source: SPSS output 2021)

4.2.3 ICT Solutions in use in the Management of Project Phases

4.2.3.1 ICT in use for Project Planning

Respondents were asked whether they use ICT solutions for project planning or not. Out of
54 respondents, 66.7% of the respondents confirmed using ICT for project planning, while
33.3% do not use it. The results were shown in Table 4.8.

Table 4. 8: Project management software use for managing project planning phase

Fre que ncy Pe rce nt

Staff who us e proje ct No 18 33.3
manage me nt software for Yes 36 66.7
proje ct planning Total 54 100.0

(Source: SPSS output 2021)

Respondents were also asked whether they use ICT solutions for each aspect or element of
Project Planning: Scheduling, Budgeting and Resource Allocation. Accordingly, respondents
who selected "Yes" (66.7%) in the above were asked to choose ICT applications they use for
project planning aspects, namely scheduling, budgeting, and resource allocation. The
respondents were optioned to select multiple applications each with a binary value yes
(ticked) and no (unticked). About 47.2% of the respondents use MS Planner for project

41
scheduling, and 33.3% use MS Project. 27.8 % uses accounting SW for project budgeting,
followed by MS project 22.2%. 33.3% uses MS Project for resource allocation. The results
were shown in Table 4.9.

Table 4. 9: Software in use for aspects of project planning

Top two software in use for project scheduling Scale Frequency Percent Valid Percent Cumulative Percent
No 19 35.2 52.8 52.8
Yes 17 31.5 47.2 100.0
MS Planner Total 36 66.7 100.0
Missing System 18 33.3
Total 54 100.0
No 24 44.4 66.7 66.7
Yes 12 22.2 33.3 100.0
MS Project Total 36 66.7 100.0
Missing System 18 33.3
Total 54 100.0
Top two software in use for project budgeting Scale Frequency Percent Valid Percent Cumulative Percent
No 26 48.1 72.2 72.2
Yes 10 18.5 27.8 100.0
Accounting software Total 36 66.7 100.0
Missing System 18 33.3
Total 54 100.0
No 28 51.9 77.8 77.8
Yes 8 14.8 22.2 100.0
MS Project Total 36 66.7 100.0
Missing System 18 33.3
54 100.0
Top software in use for project resource allocation Scale Frequency Percent Valid Percent Cumulative Percent
No 24 44.4 66.7 66.7
Yes 12 22.2 33.3 100.0
MS Project Total 36 66.7 100.0
Missing System 18 33.3
54 100.0 (Source:
SPSS output 2021)

The researcher also asked respondents to freely mention any SW they use outside of the
given list, and accordingly, 20% of the respondents said that they use MS excel. Finally, the
researcher also asked the respondents to rate how often they use the ICT solution during
project planning for each aspect in a month. Accordingly, 25.9% use the SW for one week in
a month for scheduling projects. 27.8% uses for one week in a month for e_Budgeting.
Lastly, 35.2% of the respondents use the SW for one week in a month to allocate resources to
a project. The results were shown in table 4.10.

42
Table 4. 10: Frequency of ICT software use during project planning

Aspects of project planning Scale Frequency Percent

I do not use 5 9.3
One week in a month 14 25.9
Two weeks in a month 3 5.6
Three weeks in a month 3 5.6
Project scheduling
Four weeks in a month 11 20.4
Total 36 66.7
Missing System 18 33.3
Total 54 100.0
I do not use 11 20.4
One week in a month 15 27.8
Two weeks in a month 5 9.3
Three weeks in a month 3 5.6
Project budgeting
Four weeks in a month 2 3.7
Total 36 66.7
Missing System 18 33.3
Total 54 100.0
I do not use 8 14.8
One week in a month 19 35.2
Two weeks in a month 4 7.4
Three weeks in a month 1 1.9
Project resource allocation
Four weeks in a month 4 7.4
Total 36 66.7
Missing System 18 33.3
Total 54 100.0

(Source: SPSS output 2021)

4.2.3.2 ICT in use for Project Execution

Respondents were asked whether they use ICT solutions for project execution or not. Out of
54 respondents, 77.78% of the respondents confirmed using ICT for project execution, while
22.22% do not use it. The results were shown in Table 4.11.

Table 4. 11: Project management software use for managing project execution phase

Frequency Percent
Staff who use project No 12 22.2
management software for Yes 42 77.8
project execution Total 54 100.0

(Source: SPSS output 2021)

43
The researcher asked the respondents to select ICT solutions or applications they used to
manage aspects of the project execution phase. These aspects or elements of project
execution were project procurement and project communication. The procurement aspects
itself has adopted sub-elements E-requisition, E-evaluation, E-shipment follow-up, and E-
payment. The project communication aspect has sub-elements Collaboration, Stakeholder
management (reporting or support), Effectiveness of communication, and varieties of
communication methods. The respondents were optioned to select multiple applications each
with a binary value yes (ticked) and no (unticked).

About 61.0% of the respondents used MS Excel for project E-requisition and followed by
41.5% who use Online forms (OpEX). 45% uses MS Excel for project E-evaluation,
followed by 40% who use Online forms (OpEX). 25% for E-shipment follow-up by 22.5%
for supply chain management system, 34.1% uses Online forms (OpEX) for E-payment
followed by MS Excel 24.4%. About 95% of the respondents used MS Teams mainly for
project collaboration and followed by Email (88.1%). 90.2% uses Email for project
Stakeholder management (Reporting) or support, followed by MS Teams (56.1%). 82.9%
uses Email for its effectiveness for communication, while 75.6% uses MS Teams. 83.3% of
the respondents said Email is their communication method, and MS Teams is for 61.9% of
the respondents. 83.3% uses Email as verities of communication. The results were shown in
Table 4.12.

44
Table 4. 12: Software in use for aspects of project execution.
Top two software in use for E_procurement Scale Frequency Percent Valid Percent Cumulative Percent
No 16 29.6 39.0 39.0
Yes 25 46.3 61.0 100.0
MS Excel Total 41 75.9 100.0
Missing System 13 24.1
Total 54 100.0
No 24 44.4 58.5 58.5
Yes 17 31.5 41.5 100.0
Online Forms Total 41 75.9 100.0
Missing System 13 24.1
Total 54 100.0
Top two software in use for E_evaluation Scale Frequency Percent Valid Percent Cumulative Percent
No 22 40.7 55.0 55.0
Yes 18 33.3 45.0 100.0
MS Excel Total 40 74.1 100.0
Missing System 14 25.9
Total 54 100.0
No 24 44.4 60.0 60.0
Yes 16 29.6 40.0 100.0
Online Forms Total 40 74.1 100.0
Missing System 14 25.9
Total 54 100.0
Top two software in use for E_shipment follow-up Scale Frequency Percent Valid Percent Cumulative Percent
No 30 55.6 75.0 75.0
Yes 10 18.5 25.0 100.0
MS Excel Total 40 74.1 100.0
Missing System 14 25.9
Total 54 100.0
No 31 57.4 77.5 77.5
Yes 9 16.7 22.5 100.0
Supply chain management sytem Total 40 74.1 100.0
Missing System 14 25.9
Total 54 100.0
Top two software in use for E_payment Scale Frequency Percent Valid Percent Cumulative Percent
No 31 57.4 75.6 75.6
Yes 10 18.5 24.4 100.0
MS excel Total 41 75.9 100.0
Missing System 13 24.1
Total 54 100.0
No 27 50.0 65.9 65.9
Yes 14 25.9 34.1 100.0
Online forms Total 41 75.9 100.0
Missing System 13 24.1
Total 54 100.0
Top two software in use for project collaboration Scale Frequency Percent Valid Percent Cumulative Percent
No 5 9.3 11.9 11.9
Yes 37 68.5 88.1 100.0
Email Total 42 77.8 100.0
Missing System 12 22.2
Total 54 100.0
No 4 7.4 9.5 9.5
Yes 38 70.4 90.5 100.0
MS Teams Total 42 77.8 100.0
Missing System 12 22.2
Total 54 100.0
Top two software in use for project stakeholder management Scale Frequency Percent Valid Percent Cumulative Percent
No 4 7.4 9.8 9.8
Yes 37 68.5 90.2 100.0
Email Total 41 75.9 100.0
Missing System 13 24.1
Total 54 100.0
No 18 33.3 43.9 43.9
Yes 23 42.6 56.1 100.0
MS Teams Total 41 75.9 100.0
Missing System 13 24.1
Total 54 100.0
Top two software in use for effective communication Scale Frequency Percent Valid Percent Cumulative Percent
No 7 13.0 17.1 17.1
Yes 34 63.0 82.9 100.0
Email Total 41 75.9 100.0
Missing System 13 24.1
Total 54 100.0
No 10 18.5 24.4 24.4
Yes 31 57.4 75.6 100.0
MS Teams Total 41 75.9 100.0
Missing System 13 24.1
Total 54 100.0
Top two software in use for verities of communication Scale Frequency Percent Valid Percent Cumulative Percent
No 7 13.0 16.7 16.7
Yes 35 64.8 83.3 100.0
Email Total 42 77.8 100.0
System 12 22.2
Total 54 100.0
No 16 29.6 38.1 38.1
Yes 26 48.1 61.9 100.0
MS Teams Total 42 77.8 100.0
Missing System 12 22.2
Total 54 100.0

(Source: SPSS output 2021) 45

The researcher asked respondents to freely mention any SW they use outside of the given list
and accordingly respondents mentioned various SW. Some of these software were:

❖ JRIS for joint review implementation support, SAVIX for sharing dashboards and
BHA Google for monthly CSR, etc;

❖ CRS-Yammer and LinkedIn for social and professional networking;

❖ iForm and others for survey data collection;

❖ Zoom, Google meeting, Cisco Webex for communication with World Bank, etc. for
coomunication and collaboration

❖ M-Birr for E-payment, , etc;

❖ WhatsApp, Telegram, etc for communication using hand-held devices, etc;

Finally, the researcher also asked the respondents to select how often they use the ICT
solution during the project execution for each aspect in a month. Accordingly, 47.6% uses the
SW for one week in a month for projects E_requisition, 52.4% uses the SW for one week in a
month for E-evaluation, 59.5% do not use it for E-shipment follow-up,42.9% uses it for one
week in a month for E-payment. Similarly, 69.0% of the respondents said they use the SW
for four weeks in a month for collaboration; 45.2% uses it for four weeks in a month for
Stakeholder management (Reporting) or support; 64.3% uses it for four weeks in a month for
Effectiveness of communication; and lastly, 69.0% of the respondents use the SW for four
weeks in a month for varieties of communication methods. The results were shown in Table
4.13.

46
Table 4. 13: Frequency of ICT software use during project execution

Aspects of project execution Scale Frequency Percent Valid Percent Cumulative Percent
I do not use 12 22.2 28.6 28.6
One week in a month 20 37.0 47.6 76.2
Two weeks in a month 3 5.6 7.1 83.3
Three weeks in a month 2 3.7 4.8 88.1
E_Requision
Four weeks in a month 5 9.3 11.9 100.0
Total 42 77.8 100.0
Missing System 12 22.2
Total 54 100.0
I do not use 9 16.7 21.4 21.4
One week in a month 22 40.7 52.4 73.8
Two weeks in a month 4 7.4 9.5 83.3
Three weeks in a month 2 3.7 4.8 88.1
E_Evaluation
Four weeks in a month 5 9.3 11.9 100.0
Total 42 77.8 100.0
Missing System 12 22.2
Total 54 100.0
I do not use 25 46.3 59.5 59.5
One week in a month 11 20.4 26.2 85.7
Two weeks in a month 2 3.7 4.8 90.5
Three weeks in a month 3 5.6 7.1 97.6
E_Shipment follow-up
Four weeks in a month 1 1.9 2.4 100.0
Total 42 77.8 100.0
Missing System 12 22.2
Total 54 100.0
I do not use 18 33.3 42.9 42.9
One week in a month 18 33.3 42.9 85.7
Two weeks in a month 3 5.6 7.1 92.9
Three weeks in a month 2 3.7 4.8 97.6
E_Payment
Four weeks in a month 1 1.9 2.4 100.0
Total 42 77.8 100.0
Missing System 12 22.2
Total 54 100.0
I do not use 1 1.9 2.4 2.4
One week in a month 10 18.5 23.8 26.2
Two weeks in a month 1 1.9 2.4 28.6
Three weeks in a month 1 1.9 2.4 31.0
Collaboration
Four weeks in a month 29 53.7 69.0 100.0
Total 42 77.8 100.0
Missing System 12 22.2
Total 54 100.0
I do not use 2 3.7 4.8 4.8
One week in a month 15 27.8 35.7 40.5
Two weeks in a month 2 3.7 4.8 45.2
Stakeholder management Three weeks in a month 4 7.4 9.5 54.8
(reporting or support) Four weeks in a month 19 35.2 45.2 100.0
Total 42 77.8 100.0
Missing System 12 22.2
Total 54 100.0
I do not use 3 5.6 7.1 7.1
One week in a month 6 11.1 14.3 21.4
Two weeks in a month 2 3.7 4.8 26.2
Three weeks in a month 4 7.4 9.5 35.7
Effectiveness of communication
Four weeks in a month 27 50.0 64.3 100.0
Total 42 77.8 100.0
Missing System 12 22.2
Total 54 100.0
I do not use 3 5.6 7.1 7.1
One week in a month 6 11.1 14.3 21.4
Two weeks in a month 1 1.9 2.4 23.8
Three weeks in a month 3 5.6 7.1 31.0
Varitie of communication methods
Four weeks in a month 29 53.7 69.0 100.0
Total 42 77.8 100.0
Missing System 12 22.2
Total 54 100.0

(Source: SPSS output 2021) 47

4.2.3.3 ICT in use for Project Monitoring and Evaluation

The researcher asked respondents whether they use ICT solutions for project monitoring and
evaluation.

Out of 54 respondents, 81.5% of the respondents confirmed using ICT for project monitoring
and evaluation, while 18.5% do not use it. The results were shown in Table 4.14.

Table 4. 14: Project management software use for managing project monitoring and
evaluation phase

Frequency Percent
Staff who useproject management No 10 18.5
software for project monitoring and Yes 44 81.5
evaluation Total 54 100.0

(Source: SPSS output 2021)

The researcher asked respondents to select ICT SW they used to manage aspects of project
monitoring and evaluation. These aspects were baseline data collection and benchmarking,
implementation data collection (Tracking -actual data), data quality assurance, data analysis,
data visualization, and reporting, data use/interpretation (Engaging stakeholder to give
meaning, make project decision, answer learning question), document management, learning
and knowledge management, and social accountability.

About 76.7% of the respondents use ComCare mainly for project Baseline Data collection
and benchmarking. 75% uses ComCare for project Implementation Data Collection (Tracking
-actual data), and 48.8% uses ComCare for Data quality assurance, and 61.4% uses SPSS for
Data analysis. About 68.2% of the respondents used MS Power BI for project data
visualization and followed by 47.7% who used MS Power BI for data use/interpretation
(Engaging stakeholder to give meaning, make project decision, answer learning question).
50% used ComCare for Document Management, 36.4% uses ComCare, and 36.4 uses MS
Power BI for Learning and knowledge management, and 29.5% uses short message, and 36.4
uses ComCare for Social Accountability. The results were shown in Table 4.15.

48
Table 4. 15: Software in use for aspects of project monitoring and evaluation.
Baseline data Scale Frequency Percent Valid Percent Cumulative Percent
No 10 18.5 23.3 23.3
Yes 33 61.1 76.7 100.0
ComCare Total 43 79.6 100.0
Missing System 11 20.4
Total 54 100.0
Implementation data Scale Frequency Percent Valid Percent Cumulative Percent
No 11 20.4 25.0 25.0
Yes 33 61.1 75.0 100.0
ComCare Total 44 81.5 100.0
Missing System 10 18.5
Total 54 100.0
Data quality assurance Scale Frequency Percent Valid Percent Cumulative Percent
No 22 40.7 51.2 51.2
Yes 21 38.9 48.8 100.0
ComCare Total 43 79.6 100.0
Missing System 11 20.4
Total 54 100.0
Data analysis Scale Frequency Percent Valid Percent Cumulative Percent
No 17 31.5 38.6 38.6
Yes 27 50.0 61.4 100.0
SPSS Total 44 81.5 100.0
Missing System 10 18.5
Total 54 100.0
Data visualization reporting Scale Frequency Percent Valid Percent Cumulative Percent
No 14 25.9 31.8 31.8
Yes 30 55.6 68.2 100.0
Power BI Total 44 81.5 100.0
Missing System 10 18.5
Total 54 100.0
Data use or interpretation Scale Frequency Percent Valid Percent Cumulative Percent
No 23 42.6 52.3 52.3
Yes 21 38.9 47.7 100.0
Power BI Total 44 81.5 100.0
Missing System 10 18.5
Total 54 100.0
Document management Scale Frequency Percent Valid Percent Cumulative Percent
No 22 40.7 50.0 50.0
Yes 22 40.7 50.0 100.0
ComCare Total 44 81.5 100.0
Missing System 10 18.5
Total 54 100.0
Learning (knowledge management) Scale Frequency Percent Valid Percent Cumulative Percent
No 28 51.9 63.6 63.6
Yes 16 29.6 36.4 100.0
ComCare Total 44 81.5 100.0
Missing System 10 18.5
Total 54 100.0
No 28 51.9 63.6 63.6
Yes 16 29.6 36.4 100.0
Power BI Total 44 81.5 100.0
Missing System 10 18.5
Total 54 100.0
Social accountability Scale Frequency Percent Valid Percent Cumulative Percent
No 28 51.9 63.6 63.6
Yes 16 29.6 36.4 100.0
ComCare Total 44 81.5 100.0
Missing System 10 18.5
Total 54 100.0
No 31 57.4 70.5 70.5
Yes 13 24.1 29.5 100.0
SMS short message service Total 44 81.5 100.0
Missing System 10 18.5
Total 54 100.0

(Source: SPSS output 2021) 49

The researcher asked respondents to freely mention any SW they use outside of the
given list, accordingly they mentioned the following main applications:

❖ Gateway for project document management;

❖ DropBox for work space (document sharing);
❖ AutoCAD;
❖ RedRose system; this is a solution for full project life cycle management;
❖ Interactive Voice Response (IVR) for service, and support.
❖ Infoveave reporting dashboards; this has been used for data collection, modelling,
analysis visualize, sharing reports and data driven decisions.

Finally, the researcher asked respondents to select how often they use the ICT solution during
project monitoring and evaluation in a month for each aspect of the montiroring and
evauation. These aspects were Baseline Data Collection and Benchmarking, Implementation
Data Collection (Tracking -actual data), Data Quality Assurance, Data Analysis, Data
Visualization and Reporting, Data Use or Interpretation (Engaging stakeholder to give
meaning, make project decision, answer learning question), Document Management,
Learning and Knowledge Management, and Social Accountability.

Accordingly, 50.0% said they use the SW for one week in a month for baseline data
collection and benchmarking projects. 40.9% use the SW for one week in a month for
implementation data collection (Tracking -actual data), and 45.5% use it for one week in a
month for Data quality assurance, followed by 45.5% use it for one week in a month for Data
analysis. Similarly, 43.2% of the respondents said they use the SW for one week in a month
for Data visualization and Reporting. 36.5% use the SW for one week in a month for data
use/interpretation (Engaging stakeholder to give meaning, make project decision, answer
learning question), and 43.2% use it for one week in a month for document management.
Similarly, 43.2% of the respondents said they use the SW for one week in a month for
Learning and knowledge management, and 43.2% of the respondents use the SW for one
week in a month for social accountability. The results were shown in Table 4.16.

50
Table 4. 16: Frequency of ICT software use for project monitoring and evaluation.
Aspects of project
Scale Frequency Percent Valid Percent Cumulative Percent
monitoring and evaluation
I do not use 11 20.4 25.0 25.0
One week in a month 22 40.7 50.0 75.0
Two weeks in a month 2 3.7 4.5 79.5
Basline data collection Four weeks in a month 9 16.7 20.5 100.0
Total 44 81.5 100.0
Missing System 10 18.5
Total 54 100.0
I do not use 2 3.7 4.5 4.5
One week in a month 18 33.3 40.9 45.5
Two weeks in a month 3 5.6 6.8 52.3
Implementation data Three weeks in a 5 9.3 11.4 63.6
collection Four weeks in a month 16 29.6 36.4 100.0
Total 44 81.5 100.0
Missing System 10 18.5
Total 54 100.0
I do not use 8 14.8 18.2 18.2
One week in a month 20 37.0 45.5 63.6
Two weeks in a month 2 3.7 4.5 68.2
Three weeks in a 6 11.1 13.6 81.8
Data quality assurance
Four weeks in a month 8 14.8 18.2 100.0
Total 44 81.5 100.0
Missing System 10 18.5
Total 54 100.0
I do not use 7 13.0 15.9 15.9
One week in a month 20 37.0 45.5 61.4
Two weeks in a month 4 7.4 9.1 70.5
Three weeks in a 2 3.7 4.5 75.0
Data analysis
Four weeks in a month 11 20.4 25.0 100.0
Total 44 81.5 100.0
Missing System 10 18.5
Total 54 100.0
I do not use 3 5.6 6.8 6.8
One week in a month 19 35.2 43.2 50.0
Two weeks in a month 5 9.3 11.4 61.4
Data visualization and Three weeks in a 3 5.6 6.8 68.2
reporting Four weeks in a month 14 25.9 31.8 100.0
Total 44 81.5 100.0
Missing System 10 18.5
Total 54 100.0
I do not use 5 9.3 11.4 11.4
One week in a month 16 29.6 36.4 47.7
Two weeks in a month 9 16.7 20.5 68.2
Three weeks in a 3 5.6 6.8 75.0
Data use or interpretation
Four weeks in a month 11 20.4 25.0 100.0
Total 44 81.5 100.0
Missing System 10 18.5
Total 54 100.0
I do not use 3 5.6 6.8 6.8
One week in a month 19 35.2 43.2 50.0
Two weeks in a month 4 7.4 9.1 59.1
Three weeks in a 4 7.4 9.1 68.2
Document management
Four weeks in a month 14 25.9 31.8 100.0
Total 44 81.5 100.0
Missing System 10 18.5
Total 54 100.0
I do not use 8 14.8 18.2 18.2
One week in a month 19 35.2 43.2 61.4
Two weeks in a month 2 3.7 4.5 65.9
Learning (knowledge Three weeks in a 4 7.4 9.1 75.0
management) Four weeks in a month 11 20.4 25.0 100.0
Total 44 81.5 100.0
Missing System 10 18.5
Total 54 100.0
I do not use 5 9.3 11.4 11.4
One week in a month 19 35.2 43.2 54.5
Two weeks in a month 4 7.4 9.1 63.6
Three weeks in a 5 9.3 11.4 75.0
Social accountability
Four weeks in a month 11 20.4 25.0 100.0
Total 44 81.5 100.0
Missing System 10 18.5
Total 54 100.0

(Source: SPSS output 2021)

51
4.2.3.4 ICT in use for Project Closing

The researcher asked respondents whether they use ICT solutions or applications for
managing project closing. Accordingly, all participants responded to this question as given
below.

Out of 54 respondents, 50.9% of the respondents confirmed that they use ICT solutions for
project closing. The results were shown in Table 4.17.

Table 4. 17: Project management software use for managing project closure

Frequency Percent
Staff who use project No 26 48.1
management software for Yes 28 51.9
project closure Total 54 100.0

(Source: SPSS output 2021)

The researcher asked respondents to select ICT SW they use to manage aspects of project
closing. These aspects were project documentation and record management (Create Close
Out Report); information storage, retrieval, and sharing; knowledge management (capture
lessons learned); knowledge management (disseminate and use lessons learned) and project
completion review (Post-implementation review - Project performance and conformance -
and Post-implementation support). Accordingly, all respondets who ticked “Yes” in the
above question has responded to this question as given below.

About 70.4% of the respondents said they mainly use email to share project documentation
and record management (create and close out report). This was followed by 63% using
network shared folders and 63% using email for information storage, retrieval, and sharing.
Regarding knowledge management, 51.9% uses network shared folders to capture and store
lessons learned (knowledeg management), and 59.3% uses email to disseminate and use the
captured lessons learned (knowledge management). Finally, 51.9% of the respondnets said
they use Microsoft Teams for project completion review. The results were shown in Table
4.18.

52
Table 4. 18: Software in use for aspects of project closure.

Document and record management Scale Frequency Percent Valid Percent Cumulative Percent
No 8 14.8 29.6 29.6
Yes 19 35.2 70.4 100.0
Email Total 27 50.0 100.0
Missing System 27 50.0
Total 54 100.0
Information storage, retrieval and sharing Scale Frequency Percent Valid Percent Cumulative Percent
No 10 18.5 37.0 37.0
Yes 17 31.5 63.0 100.0
Network shared folder Total 27 50.0 100.0
Missing System 27 50.0
Total 54 100.0
No 10 18.5 37.0 37.0
Yes 17 31.5 63.0 100.0
Email Total 27 50.0 100.0
Missing System 27 50.0
Total 54 100.0
Knowledge management, capture lessons
learned Scale Frequency Percent Valid Percent Cumulative Percent
No 13 24.1 48.1 48.1
Yes 14 25.9 51.9 100.0
Network shared folder Total 27 50.0 100.0
Missing System 27 50.0
Total 54 100.0
Knowledge management, disseminate and
use lessons learned Scale Frequency Percent Valid Percent Cumulative Percent
No 11 20.4 40.7 40.7
Yes 16 29.6 59.3 100.0
Email
Total 27 50.0 100.0
Missing System 27 50.0
Total 54 100.0
Post implementation review Scale Frequency Percent Valid Percent Cumulative Percent
No 13 24.1 48.1 48.1
Yes 14 25.9 51.9 100.0
MS Teams Total 27 50.0 100.0
Missing System 27 50.0
Total 54 100.0

(Source: SPSS output 2021)

The researcher also asked respondents to freely mention any SW they use outside of the
given list, and accordingly, only three respondents each mentioned one SW (Development
USAID Informa, RedRose and Gateway).

Finally, the researcher asked respondents to select how often they use the ICT solution they
ticked during project closing for each aspect in a month. Accordingly, 44.4 % responded they
use the SW for one week in a month for Project Documentation and Record Management
(Create Close Out Report), followed by 37.0% who use the SW for one week and 37.0% for
four weeks in a month for Information storage, retrieval, and Sharing. 37.0% use it for one
53
week and 37.0% use it for four weeks in a month for Knowledge Management for Capture
Lessons Learned, 48.1% use it for one week in a month for Knowledge Management,
meaning disseminating and use lessons learned. Lastly, 51.9% of the respondents use the SW
for one week in a month for project completion review (post-implementation review - project
performance and conformance - and post-implementation support).

Table 4. 19: Frequency of ICT software use during project closure.

Aspects of project closure Scale Frequency Percent Valid Percent Cumulative Percent
I do not use 1 1.9 3.7 3.7
One week in a month 12 22.2 44.4 48.1
Two weeks in a month 2 3.7 7.4 55.6
Project document and record Three weeks in a month 1 1.9 3.7 59.3
management Four weeks in a month 11 20.4 40.7 100.0
Total 27 50.0 100.0
Missing System 27 50.0
Total 54 100.0
One week in a month 10 18.5 37.0 37.0
Two weeks in a month 3 5.6 11.1 48.1
Three weeks in a month 4 7.4 14.8 63.0
Information storage retrieval and
Four weeks in a month 10 18.5 37.0 100.0
sharing
Total 27 50.0 100.0
Missing System 27 50.0
Total 54 100.0
I do not use 1 1.9 3.7 3.7
One week in a month 10 18.5 37.0 40.7
Two weeks in a month 5 9.3 18.5 59.3
Knowledge management _capture Three weeks in a month 1 1.9 3.7 63.0
lessons learned Four weeks in a month 10 18.5 37.0 100.0
Total 27 50.0 100.0
Missing System 27 50.0
Total 54 100.0
One week in a month 13 24.1 48.1 48.1
Two weeks in a month 6 11.1 22.2 70.4
Three weeks in a month 1 1.9 3.7 74.1
Knowledge management
Four weeks in a month 7 13.0 25.9 100.0
_disseminate and use lessons learned
Total 27 50.0 100.0
Missing System 27 50.0
Total 54 100.0
I do not use 4 7.4 14.8 14.8
One week in a month 14 25.9 51.9 66.7
Two weeks in a month 1 1.9 3.7 70.4
Three weeks in a month 1 1.9 3.7 74.1
Post implementation review
Four weeks in a month 7 13.0 25.9 100.0
Total 27 50.0 100.0
Missing System 27 50.0
Total 54 100.0

(Source: SPSS output 2021)

54
4.2.4 Influences of ICT use across Project Life Cycle, Enterprise
Environmental Factors and Organizational Process Assets on Project
Performance

4.2.4.1 Influence of ICT use across Project Life Cycle and Project Performance

The researcher asked the respondents to rate how ICT use influences the maangement of each
project phases. The results were as presented in table 4.22.

Table 4. 20: Aspects of ICT use in each phase of PLC

Aspects of project phase Mean Std. Deviation

ICT use for project initiating 3.56 1.192
ICT use for project planning 3.93 1.043
ICT use for project execution 4.06 .979
ICT use for project monitoring and evaluation 4.22 1.127
ICT use for project closure 3.57 1.297

(Source: SPSS output 2021)

From the survey result, respondents indicated that ICT use influences the monitoring and
evaluation phase of their project management to a very great extent, as shown by a mean of
4.22. They also indicated that ICT use influences the planning phase of their project
management to a very great extent, as demonstrated by a mean of 3.93, respectively. Besides,
the respondents also indicated that ICT use influences the initiating, execution, and closing
phases of their project management to a great extent, as shown by a mean of 3.57, 4.06, and
3.56.

Factors influencing the use of ICT for project phases

The informants reported that ICT solutions were used to manage project phases; however,
these software do not have all features in one package, thus using different software was a
mandatory and this might increase cost. Thus, in some cases budget was a limiting factor to
have expensive software. Some software also has steep learning-curves, and this limited the
ICT use. As the organization is working with partners, the skill gap and ICT support structure
between the organization and its partners was also a limiting factor to use ICT for enhancing
project performance. The donor requirements were also influencing the use of ICT in some

55
cases where project staff could only use those technologies preferred by the donor. Thus,
when different donors preferred different technologies for similar project tasks, these affects
the uniformity in software use and might also influence accumulated learning skill. Some
procurement processes might not be on spot thus could delay the use of technologies for
project management.

4.2.4.2 Enterprise Environmental Factors and Project performance

The researcher asked the respondents to indicate the extent to which various aspects of
enterprise environmental factors influence their project management. The results were as
presented in table 4.21.

Table 4. 21: Aspects of EFFs.

Aspects of EEFs Mean Std. Deviation

ICT or ICT4D support staffing 3.65 1.289
ICT usage skill 3.91 1.109
ICT or ICT4D support structure 3.77 1.192
ICT use for acquiring team 3.47 1.222
ICT use for developing team 3.49 .985
ICT use for managing team (Performanace of team) 3.70 1.059

(Source: SPSS output 2021)

From the survey result, respondents indicated that ICT usage skill influences the
management of their project (project performance) to a very great extent, as shown by a
mean of 3.91. They also indicated that ICT or ICT4D support structure influences the
management of their project to a great extent, as shown by a mean of 3.77. The respondents
also indicated that ICT use for managing performances of team influence the management of
their project to a great extent, as shown by a mean of 3.70. The respondents said ICT, or
ICT4D support staffing impacts the management of their project to a great extent, as shown
by a mean of 3.65. ICT use for developing teams influences the management of their project
to a great extent, as shown by a mean of 3.49. Lastly, ICT use for acquiring teams influences
the management of their project to a great extent, as demonstrated by a mean of 3.47.

56
4.2.4.3 Organization Process Assets and Project Performance

The researcher asked respondents to indicate the extent to which various aspects of
organizational process assets influence their project management. The results were as
presented in table 4.20.

Table 4. 22: Aspects of OPAs.

Aspects of OPAs Mean Std. Deviation

ICTuse for hardware acquiring process 3.34 1.341

ICT use for software acquiring process 3.95 .985
ICT use policy 3.61 1.198
ICT donor related policy 3.42 1.328
ICT resources use authorization and replacement procedures 3.58 1.004

(Source: SPSS output 2021)

From the survey result, respondents indicated that ICT use for software acquiring process
influences the management of their project (project performance) to a very great extent, as
shown by a mean of 3.95. They also indicated that ICT use policy influences the management
of their project to a great extent, as demonstrated by a mean of 3.61. The respondents also
indicated that ICT resources use authorization and replacement procedures influence the
management of their project to a great extent, as shown by a mean of 3.58. ICT donor-related
policy influences the management of their project to a great extent, as demonstrated by a
mean of 3.42. Lastly, ICT use for hardware acquiring process affects the management of their
project to a great extent, as shown by a mean of 3.34.

4.2.4.4 Project Performance (Management of Projects)

The researcher asked the respondents to rate the three aspects (dimensions) of project
performance. The results were as presented in table 4.23.

Table 4. 23: Aspects of Project Performance.

Aspects of project performance Mean Std. Deviation

On Schedule 4.20 .762
Within Budget 4.06 .878
Per Donor Specification or Scope or Compliane 4.09 .853

57
(Source: SPSS output 2021)

According to the survey result, the respondents rated the within a schedule performance of
their project management Excellent as shown by a mean of 4.20. The respondents rated
within a budget of management of their projects as Good as demonstrated by a mean of 4.06.
Lastly, they also rated the per donor specification of their projects as Good, shown by a mean
of 4.09.

Factors influencing the use of ICT for project performance

According to the key informants, budget, and donor requirements (compliance) highly
influences the use of ICT for project performance. The organization encourages the use of
ICT; however, the encouragement was somehow limited due to donor requirements.

The availability of budget could also influence ICT use for project performance as project
people were stretch with the limited technology to address all projects. The technology use
has been at its grass root at woreda level with which the organization work through partner
and this influenced project performance.

4.3 Inferential Analysis

4.3.1 Correlations of ICT use in Managing Project Phases, EEFs, OPAs and
Project Performance

This section presents the result of the carried-out correlations and regression analysis to
check whether a relationship existed among the identified factors. The research presented the
correlation analysis first and then the relation analysis next. The study aimed to review the
association between the explanatory variables and the dependent variables. The researcher
used Spearman's correlation to examine whether an association exists between the ICT use
(IV) for managing project across life cycle such as initiating, planning, execution, monitoring
and evaluation, and closing; and with project performance with sub-factors such as within
schedule, within budget and per donor specification. The conceptual framework indicated
that there was association between EEFs and project performance; and between OPAs and
project performance. Accordingly, the study checked the association between EEFs and
project performance and between OPAs and project performance.

58
The researcher had already set a 95% confidence interval before data collection and tested the
measuring scale's reliability to analyze the relations. Thus, the study checked the association
at the preset 0.05 level (2-tailed) for significance and the coefficients for the relation's
strength. The researcher used Spearman's correlation coefficient to test the association. The
Spearman correlation coefficients' positive and negative signs indicate direct and inverse
relationships, respectively.

In summary, the study used Spearman's correlation to examine the relationships

between project performance (dependent variable) and ICT use (independent variable).
Similarly, the study also used Spearman's correlation to find the influence of both enterprise
environmental factors EEFs and organizational process assets OPAs, on the project
performance (DV dependent variable).

4.3.1.1 Correlations when Within Schedule (aspects of Project Performance) is

Dependent

The researcher ran the base case correlation to examine the association between ICT use
(independent variable) and Within Schedule (project performance). The results were shown
in table 4.24.

Table 4. 24: Correlation between ICT use and Within Schedule

Within ICT use for ICT use for ICT use for ICT use for Project ICT use for
Schedule Project Initiating Project Planning Project Executig Monitoring and Evaluation Project Closing
Within Schedule Correlation Coefficient 1.000
Sig. (2-tailed)
N 54
ICT use for Project Correlation Coefficient .186 1.000
Initiating Sig. (2-tailed) .179
N 54 54
ICT use for Project Correlation Coefficient .269* .707** 1.000
Planning Sig. (2-tailed) .049 .000
N 54 54 54
ICT use for Project Correlation Coefficient .192 .564** .758** 1.000
Executig Sig. (2-tailed) .165 .000 .000
N 54 54 54 54
ICT use for Project Correlation Coefficient .210 ** ** ** 1.000
.365 .592 .745
Monitoring and Sig. (2-tailed) .127 .007 .000 .000
Evaluation N 54 54 54 54 54
ICT use for Project Correlation Coefficient .008 ** ** ** ** 1.000
.653 .665 .768 .633
Closing Sig. (2-tailed) .954 .000 .000 .000 .000
N 54 54 54 54 54 54
*. Correlation is significant at the 0.05 level (2-tailed).
**. Correlation is significant at the 0.01 level (2-tailed).

(Source: SPSS output 2021)

59
The study result showed that there is a positive association between ICT use for project
planning and project performance (Within Schedule) with a correlation coefficient .269 as
shown in table 4.24. The association was significant as p = .049<0.05 level (2-tailed).

4.3.1.2 Correlations when Within Budget (aspects of Project Performance) is Dependent

The researcher ran the base case correlation to examine the association between ICT use
(independent variable) and Within Budget (project performance). The results were shown in
table 4.25.

Table 4. 25: Correlation between Within Budget and ICT use

ICT use for ICT use for ICT use for ICT use for Project ICT use for
Within Budget Project Initiating Project Planning Project Execution Monitoring and Evaluation Project Closure
Within Budget * ** ** ** **
Correlation Coefficient 1.000 .335 .383 .459 .534 .385
Sig. (2-tailed) .013 .004 .000 .000 .004
N 54 54 54 54 54 54
ICT use for Project Correlation Coefficient * ** ** ** **
.335 1.000 .707 .564 .365 .653
Initiating Sig. (2-tailed) .013 .000 .000 .007 .000
N 54 54 54 54 54 54
ICT use for Project Correlation Coefficient .383** .707** 1.000 .758** .592** .665**
Planning Sig. (2-tailed) .004 .000 .000 .000 .000
N 54 54 54 54 54 54
ICT use for Project Correlation Coefficient .459** .564** .758** 1.000 .745** .768**
Execution Sig. (2-tailed) .000 .000 .000 .000 .000
N 54 54 54 54 54 54
ICT use for Project Correlation Coefficient .534** .365** .592** .745** 1.000 .633**
Monitoring and Sig. (2-tailed) .000 .007 .000 .000 .000
Evaluation
N 54 54 54 54 54 54
ICTuse for Project Correlation Coefficient .385** .653** .665** .768** .633** 1.000
Closure Sig. (2-tailed) .004 .000 .000 .000 .000
N 54 54 54 54 54 54
*. Correlation is significant at the 0.05 level (2-tailed).
**. Correlation is significant at the 0.01 level (2-tailed).

(Source: SPSS output 2021)

The study result showed that there is a positive association between Within Budget (project
performance) and each aspects of ICT use for managing project phases (Initiating, Planning,
Executing, Monitoring and Evaluation, Closure) with correlation coefficients .335, .383, .459,
.534 and .385 respectively. The association between Within Budget and Project Initiating,
between Within Budget and Project Planning, between Within Budget and Project Execution,
between Within Budget and Project Monitoring and Evaluation, and between Within Budget
and Project Closure was significant as p = .013<0.05 level (2-tailed), p = .004<0.05 level (2-
tailed), p = .000<0.05 level (2-tailed) p = .000<0.05 level (2-tailed) and p = .004<0.05 level
(2-tailed) respectively. The result showed that the ICT use for managing project phases has
association with project budget.

60
4.3.1.3 Correlations when Per Donor Specification or Project Scope (Project
Performance) is Dependent

The researcher ran the base case correlation to examine the association between ICT use
(independent variable) and Per Donor Specification or Scope or Compliance (project
performance). The results were shown in table 4.26.

Table 4. 26: Correlation between aspects of ICT use and Per Donor Specifications

Per Donor
Specification or ICT use for ICT use for ICT use for ICT use for Project ICT use for
Compliance or Scope Project Initiating Project Planning Project Execution Monitoring and Evaluation Project Closure
Per Donor Correlation Coefficient 1.000
Specification or Sig. (2-tailed)
Compliane or Scope N 54
ICT use for Project Correlation Coefficient **
.375 1.000
Initiating Sig. (2-tailed) .005
N 54 54
** ** 1.000
ICT use for Project Correlation Coefficient .437 .707
Planning Sig. (2-tailed) .001 .000
N 54 54 54
** ** ** 1.000
ICT use for Project Correlation Coefficient .370 .564 .758
Execution Sig. (2-tailed) .006 .000 .000
N 54 54 54 54
ICT use for Project Correlation Coefficient .346* .365** .592** .745** 1.000
Monitoring and Sig. (2-tailed) .010 .007 .000 .000
Evaluation N 54 54 54 54 54
* ** ** **
ICT use for Project Correlation Coefficient .335 .653 .665 .768 .633** 1.000
Closure Sig. (2-tailed) .013 .000 .000 .000 .000
N 54 54 54 54 54 54
*. Correlation is significant at the 0.05 level (2-tailed).
**. Correlation is significant at the 0.01 level (2-tailed).

(Source: SPSS output 2021)

The study result showed that there is a positive association between Per Donor Specification
or Scope (project performance) and each aspects of ICT use for managing project phases
(Initiating, Planning, Executing, Monitoring and Evaluation, Closure) with correlation
coefficients .375, .437, .370, .346 and .335 respectively. The association between Per Donor
Specification and Project Initiating, between Per Donor Specification and Project Planning,
between Per Donor Specification and Project Execution, between Per Donor Specification
and Project Monitoring and Evaluation, and between Per Donor Specification and Project
Closure was significant as p = .005<0.05 level (2-tailed), p = .001<0.05 level (2-tailed), p =
.006<0.05 level (2-tailed) p = .010<0.05 level (2-tailed) and p = .013<0.05 level (2-tailed)
respectively. The result showed that the ICT use for managing project phases has association
with project scope.
61
Project donors have their own requirements with respect to ICT. In addition they do also have
requirements for project environment, policy, procedures etc. Therefore, it is reseaonable to
check the level of associations between Project Scope Performance and Enterprise
Environmental Factors (EEFs) and project performance, and between Project Scope
Performance and Organizational Process Assets (OPAs).

Thus, the researcher has examined the association between the indpendent variable Enterprise
Environmental Factors (EEFs) and Per Donor Specification or Scope or Compliance (project
performance). The results were shown in table 4.27.

Table 4. 27: Correlation between Per Donor Specification and EEFs

Per Donor ICT or ICT4D ICT use for Managing

ICT or ICT4D ICT Usage ICT use for ICT use for
Specification or Support Team (Performance of
Support Staffing Skill Acquiring Team Developing Team
Compliance or Scope Structure Team)
Per Donor Correlation Coefficient 1.000
Specification or Sig. (2-tailed)
Compliance or N 54
ICT or ICT4D Correlation Coefficient .362* 1.000
Support Staffing Sig. (2-tailed) .017
N 43 43
ICT Usage Skill Correlation Coefficient ** **
.464 .673 1.000
Sig. (2-tailed) .002 .000
N 43 43 43
ICT or ICT4D Correlation Coefficient .420** .851** .740** 1.000
Support Structure Sig. (2-tailed) .005 .000 .000
N 43 43 43 43
ICT use for Correlation Coefficient .350* .712** .428** .786** 1.000
Acquiring Team Sig. (2-tailed) .022 .000 .004 .000
N 43 43 43 43 43
* ** ** ** ** 1.000
ICT use for Correlation Coefficient .349 .712 .542 .714 .780
Developing Team Sig. (2-tailed) .022 .000 .000 .000 .000
N 43 43 43 43 43 43
ICT use for Correlation Coefficient .471** .656** .658** .637** .676** .804** 1.000
Managing Sig. (2-tailed) .001 .000 .000 .000 .000 .000
Team_Performanac N 43 43 43 43 43 43 43
*. Correlation is significant at the 0.05 level (2-tailed).
**. Correlation is significant at the 0.01 level (2-tailed).

(Source: SPSS output 2021)

The study result showed that there is a positive association between Per Donor Specification
or Scope (project performance) and each aspect of EEFs with correlation coefficients .362,
.464, .420, .350, .349 and .471 respectively. The association between Per Donor Specification
and ICT or ICT4D Support Staffing, between Per Donor Specification and ICT Usage Skill,
between Per Donor Specification and ICT or ICT4D Support Structure, between Per Donor
Specification and ICT use for Acquiring Team, between Per Donor Specification and ICT use
for Developing Team, and between Per Donor Specification and ICT use for Managing Team

62
(Performance of Team) was significant as p = .017<0.05 level (2-tailed), p = .002<0.05 level
(2-tailed), p = .005<0.05 level (2-tailed), p = 0.022<0.05 level (2-tailed), p = 0.022<0.05
level (2-tailed) and p = 0.001<0.05 level (2-tailed) respectively. The result showed that the
ICT use for managing project phases has association with project scope.

The researcher also examined the the association between the indpendent variable
Organizational Process Assets (OPAs) and Per Donor Specification or Scope or Compliance
(project performance). The results were shown in table 4.28.

Table 4. 28: Correlation between Per Donor Specification and OPAs

Per Donor ICT use for ICT use for ICT use ICT donor ICT Resources use
Specification or Hardware Software Policy Related Authorization and
Compliance or Scope Acquiring Process Acquiring Process Policy Replacement Procedures
Per Donor Correlation Coefficient 1.000
Specification or Sig. (2-tailed)
Compliance or Scope N 54
ICT use for Hardware Correlation Coefficient .151 1.000
Acquiring Process Sig. (2-tailed) .366
N 38 38
ICT use for Software Correlation Coefficient .206 .403* 1.000
Acquiring Process Sig. (2-tailed) .216 .012
N 38 38 38
ICT use Policy Correlation Coefficient .349* .262 .247 1.000
Sig. (2-tailed) .032 .113 .136
N 38 38 38 38
ICT donor Related Correlation Coefficient .194 .359* .178 .690** 1.000
Policy Sig. (2-tailed) .243 .027 .284 .000
N 38 38 38 38 38
ICT Resources use Correlation Coefficient .161 .354* .370* .494** .493** 1.000
Authorization and Sig. (2-tailed) .335 .029 .022 .002 .002
Replacement N 38 38 38 38 38 38
*. Correlation is significant at the 0.05 level (2-tailed).
**. Correlation is significant at the 0.01 level (2-tailed).

(Source: SPSS output 2021)

The study result showed that there is a positive association between Per Donor Specification
or Scope (project performance) and ICT use Policy (aspect of OPAs) with correlation
coefficients .349 as shown in table 4.28. The association was significant as p = .032<0.05
level (2-tailed).

In summary, there was a positive relationship between project schedule performance and ICT
use for project initiation, between project schedule performance and ICT use for project
planning, between project schedule performance and ICT use for project execution, between
project schedule performance and ICT use for project monitoring and evaluation, and
between project schedule performance and ICT use for project closure. However, the
relationship was significant only for project planning.

63
There was a positive relationship between project budget performance and ICT use for
project initiation, between project budget performance and ICT use for project planning,
between project budget performance and ICT use for project execution, between project
budget performance and ICT use for project monitoring and evaluation, and between project
budget performance and ICT use for project closure. The relationships are significant for each
project phase.

In summary, there was a positive relationship between project scope performance as per
donor specification and ICT use for project initiation, between project scope performance and
ICT use for project planning, between project scope performance and ICT use for project
execution, between project scope performance and ICT use for project monitoring and
evaluation, and between project scope performance and ICT use for project closure. The
relationships are significant for each project phase.

There was a positive relationship between project scope performance (per donor
specification) and each aspect of EEFs (ICT or ICT4D Support Staffing, ICT Usage Skill,
ICT or ICT4D Support Structure, ICT use for Acquiring Team, ICT use for Developing
Team, ICT use for Managing Team - Performance of Team). The relationships are significant
for each enterprise environmental factor (EEF).

There was a positive relationship between project scope performance (per donor
specification) and each aspect of OPAs (ICT use for Hardware Acquiring Process, ICT use
for Software Acquiring Process, ICT use Policy, ICT Donor Related Policy, ICT Resources
use Authorization and Replacement Procedures. However, the relationship was significant
only for ICT use Policy).

4.3.2 Regression Analysis

Multiple Linear Regression (MLR) is the statistical model used to predict the relationship
between a predicted (dependent or outcome) variable and the predictors (independent or
explanatory) variables. In line with the set objective, the researcher examined the causal
relationship between Within Schedule project performance and ICT use, between Within
Budget and ICT use, and between Per Donor Specification and ICT use, EEFs, OPAs.

64
4.3.2.1 within Schedule

The researcher regressed the independent variable (ICT use for Project Planning) against
dependent variable (Within Schedule). The results were presented in table 4.29.

Table 4. 29: Effect of ICT use for managing project phases on Within Schedule

Model Summary
Model R R Square Adjusted R Square Std. Error of the Estimate
1 0.28 .079 .061 .738

ANOVA
Model Sum of Squares df Mean Square F Sig.

Regression 2.419 1 2.419 4.439 .040

1
Residual 28.340 52 .545
Total 30.759 53

Regression Coefficients
Unstandardized Coefficients Standardized Coefficients
t Sig.
B Std. Error Beta
(Constant) 3.400 .395 8.617 .000
ICT use for Project Planning .205 .097 .280 2.107 .040

(Source: SPSS output 2021)

The variation in Within Schecule project performance can be explaind by ICT use for
Project Planning. The R-square in the Model Summary is .079. This shows that ICT use in
managing the five project phases can explain 7.9% of the variation in Project Schedule
Performance. Other factors not considered in this study explain 92.1% of the variation in the
depnendent variable, Within Schedule project performance.

From the analysis of the ANOVA above, the researcher has determined whether the model is
a good fit for the data. The model is significant since p = .040<0.05 (2-tailed). The model is
statistically significant to establish the influence of ICT use for project planning on the
project schedule performance.

65
The variable ICT use for Project Planning have a positive relationship (t-coefficient is
positive) with the model and its contribution is significant. Using the regression coefficients,
the statistical model of the regression is:

Y = 3.40 + 0.205*(ICTuse for project planning) + ε

4.3.2.2 within Budget

The study regressed indpendent variables (ICT use for Project Initiating, ICT use for
Project Planning, ICT use for Project Execution, ICT use for Project Monitoring and
Evaluation, and ICT use for Project Closing) against the dependent variable Within
Budget. The results were presented in table 4.30.

Table 4. 30: Effect of ICT use for managing project phases on Within Budget

Model Summary
Model R R Square Adjusted R Square Std. Error of the Estimate
1 .553 .305 .233 .769

ANOVA
Model Sum of Squares df Mean Square F Sig.
Regression 12.468 5.000 2.494 4.220 .003
1 Residual 28.365 48.000 .591
Total 40.833 53.000

Regression Coefficients
Unstandardized Standardized
Model Coefficients Coefficients
B Std. Error Beta t Sig.
(Constant) 2.081 .492 4.230 .000
ICT use for Project Initiating .041 .150 .056 .275 .784
ICT use for Project Planning -.098 .199 -.116 -.492 .625
1
ICT use for Project Execution .284 .231 .317 1.231 .224
ICT use for Project Monitoring and Evaluation .239 .167 .307 1.434 .158
ICT use for Project Closure .014 .146 .020 .094 .926

(Source: SPSS output 2021)

The variation in Within Budget project performance can be explaind by ICT use for Project
Initiating, ICT use for Project Planning, ICT use for Project Execution, ICT use for

66
Project Monitoring and Evaluation, and ICT use for Project Closing. The R-square in the
Model Summary is .305. This shows that ICT use in managing the five project phases can
explain 30.5% of the variation in Project Budget Performance. Other factors not considered
in this study explain 69.5% of the variation in the depnendent variable - Within Budget
project performance.

From the analysis of the ANOVA above, the researcher has determined whether the model is
a good fit for the data. The model is significant since p = .003<0.05 (2-tailed); it is
statistically significant to establish the influence of ICT use for managing project phases on
the project budget performance.

While all the indpendent variables ICT use for Project Initiating, ICT use for Project
Executing, ICT use for Project Monitoring and Evalating, ICT use for Project Closing have
positive relationship (t-coefficients are positive) with the model; ICT use for Project Planning
has a negative relationship (t-coefficient is negative) with the model. The variables’
contributions are not significant. Using the regression coefficient table, the model of the
regression for Budget (Y) is:

Y = 2.081 + .41*ICT use for Initiating - .098* ICT use for Planning + .284* ICT use for
Executing + .239* ICT use for Monitoring & Evaluation + .014*ICT use for Closing + ε

4.3.2.3 per Donor Specification (Scope or Compliance)

The three independent variables ICT use, EEFs and OPAs were significantly correlated with
dependent variable Per Donor Specification. Before regressing these variables against Per
Donor Specifications, the researcher first tested for collinearity. The results were presented in
table 4.31.

Table 4. 31: Test on collinearity.

Coefficients a Coefficients a Coefficients a

Collinearity Statistics Collinearity Statistics Collinearity Statistics
Model Model Model
Tolera
Tolerance VIF Tolerance VIF VIF
nce
EEFs .710 1.409 OPAs .934 1.071 ICTuse .925 1.081
1 1 1
OPAs .710 1.409 ICTuse .934 1.071 EEFs .925 1.081
a. Dependent Variable: ICT use a. Dependent Variable: EEFs a. Dependent Variable: OPAs

(Source: SPSS output 2021)

67
The result showed no multicollinearity within the data as the values of the VIF were under
three, which is perfect. The VIF values for each explanatory variable were 1.409, 1.071, and
1.081, respectively, for each case where ICT use is considered dependent, EEFs is considered
to be dependent, and OPAs is considered dependent. Therefore there is no multicollinearity
issue among the three predicting variables: ICT use, EEFs, and OPAs.

The study then regressed indpendent variables (ICT use for manging project phases), EEFs
and OPAs against the dependent variable Per Donor Specification. The results were shown
in table 4.32.

Table 4. 32: Effect of ICT use, EEFs and OPAs on Per Donor Specification

Model Summary
Adjusted Std. Error of Change Statistics
Model R R Square
R Square the Estimate R Square Change F Change df1 df2 Sig. F Change
1 .516 .266 .192 .656 .266 3.620 3 30 .024

ANOVA
Model Sum of Squares df Mean Square F Sig.
Regression 4.667 3 1.556 3.620 .024
1 Residual 12.891 30 .430
Total 17.559 33

Coefficients
Unstandardized Coefficients Standardized Coefficients
Model t Sig.
B Std. Error Beta
(Constant) 2.376 .686 3.463 .002
ICTuse .074 .135 .091 .552 .585
1
EEFs .330 .144 .432 2.297 .029
OPAs .078 .176 .083 .442 .662

(Source: SPSS output 2021)

The variation in Per Donor Specification project performance can be explaind by the aspects
of ICT use for manging project phases, EEFs and OPAs. The R-square in the Model
Summary is .266. This shows that ICT use for managing project phases, EEFs and OPAs
together can explain 26.6% of the variation in Project Scope Performance. Other factors not
considered in this study explain 73.4% of the variation in the depnendent variable - Per
Donor Specification (Scope) project performance.

68
From the analysis of the ANOVA above, the researcher has determined whether the model is
a good fit for the data. The model is significant since p = .024<0.05 (2-tailed). The model is
statistically significant to establish the influence of ICT use for managing project phases,
EEFs and OPAs on the project per donor specification performance.

All the indpendent variables ICT use for managing project phases, EEFS and OPAs have
positive relationship (t-coefficients are positive) with the model. Using the regression
coefficients, the model of the regression for Per Donor Specification (Y) is:

Y = 2.376 + 0.074*(ICTuse) + .330*(EEFs) + .078*(OPAs) + ε

ICT use and Scope (Per Donor Specification)

The variation in Per Donor Specification project performance can be explaind by the aspects
of ICT use for manging project phases; the R-square in the Model Summary is .207. This
shows that ICT use for managing project phases can explain 20.7% of the variation in project
scope performance. From the analysis of the ANOVA above, the researcher has determined
whether the model is a good fit for the data. The model is significant since p = .043<0.05 (2-
tailed). The model is statistically significant to establish the influence of ICT use for
managing project phases on the project per donor performance. All the aspects of ICT use for
managing project phases have positive relationship (t-coefficients are positive) with the
model except project initiation as shown in Table 4.33.

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Table 4. 33: Effect of ICT use on Per Donor Specification

Model Summary
R Adjusted Std. Error of the Change Statistics
Model R
Square R Square Estimate R Square Change F Change df1 df2 Sig. F Change
1 .455 .207 .124 .798 .207 2.507 5 48 .043

ANOVA
Model Sum of Squares df Mean Square F Sig.
Regression 7.981 5 1.596 2.507 .043
1 Residual 30.556 48 .637
Total 38.537 53

Coefficients
Unstandardized Standardized
Model Coefficients Coefficients t Sig.
B Std. Error Beta
(Constant) 2.498 .511 4.892 .000
ICT use for Project Initiating -.071 .155 -.099 -.454 .652
ICT use for Project Planning .224 .206 .275 1.088 .282
1 ICT use for Project Execution .152 .240 .175 .634 .529
ICT use for Project Monitoring
.061 .173 .081 .354 .725
and Evaluation
ICT use for Project Closure .025 .151 .038 .164 .870

4.4 Results of Interview Questions

The researcher invited six key informants from different projects to interview, and four of
them made it possible; however, two staff were not able to make it due to a busy schedule.
Thus, the researcher interviewed four project staff and their responses were summarized and
presented as follows.

Interview results

The researcher summarized the interview results into mainly three categories: ICT use,
positive influences, and negative influences. The categories were not practically different
ideas, and instead, they were interconnected with the technologies that were being in use to
manage the project. The negative influences categories constrain the use of technologies,
while the positive influences enhance technology use. Thus, both are interconnected with
technology, either pushing or pulling each other.

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Discussions

Assessment of ICT use (ICT use category) - Project staff uses various ICT solutions to
manage the various aspects of projects. The followings are the main summary of project
aspects and the use of ICT:

ICT solutions were highly used for project communications and data collection during
planning.

Online dashboards were made accessible to stakeholders for accountability and

implementation data collection and verification, and team management during execution.

ICT solutions were made available to facilitate survey and progress data collection and
quality assurance through verification, data analysis, visualization, and reporting during
monitoring and evaluation.

ICT solutions helped projects in maintaining project completion report and experience
learned for future reference during the closure.

Generally, the organization uses technology for the project or program quality data, real-time
management decisions, dashboards for visibility to stakeholders, and learning and knowledge
management. Some staff is highly aware of the pros and cons of technology.

Positive influences - Some donors require to use specific ICT solutions, and the agency also
encourages technology use. The availability of ICT-related support professionals and its
structure promotes the use of technology for project management. Most staff are given
training opportunities. Some staff's involvement in telling the pros and cons of many
applications indicates a tendency to apply more technology in the management of the project,
thus influencing the adoption and use of technology. Some technologies have a shallow
learning curve, thus promising to use at ease.

Negative influences – Some donors do not encourage technology by not making sufficient
funds for their project. Others, though, allocate funds and impose compliance issues using
only recommended make or brand or versions. The gap between CRS and its partners at the
down level in using ICT and supporting professionals influences the effective use of
technology for project management. Technology has also imposed restrictions on the use of
technology by lacking completeness to use it for all or most features required for project

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management. Lack of refreshment training influences the use of technology. Some ICT
solutions have steep learning curves; thus, it takes longer to learn the knowledge, thus not
encouraging users to learn and use it.

4.5. Interpretation of Findings

In this section the finding of the study would be discussed as per the objective.

Findings of Descriptive Analysis

From the total respondents, 66.7% of staff reported that they use different ICT solutions for
planning projects, of which 47.2% uses MS Planner for scheduling project tasks, 33.3% uses
MS Project for resource allocation, and 27.8% uses accounting SW for budgeting project
costs. The respondents reported using the solutions for at least one week in a month during
project planning.

From the total respondent, 77.8% of staff reported that they use different ICT solutions for
executing projects, of which 61% uses simple Excel sheets for project procurement tasks, and
more than 90% uses Email or MS Teams for collaboration, communications, and stakeholder
management. The respondents use the solutions for at least three weeks in a month during the
project execution.

Among the respondents, greater than 80% use ICT solutions for project monitoring and
evaluation. 76.7% use ComCare for Baseline and Implementation data collection, and greater
than 61% use SPSS for data analysis. 68.2% use Power BI for data visualization greater than
36% use SMS or SMS Interactive voice recording for social accountability. Regarding the
frequency of use, the respondents reported using the solution for at least three weeks a month
during project monitoring and evaluation.

Among the respondents, 50.9% reported they use ICT solutions during project closing, out of
which 70.4% said that they use email during project closing and 63% use shared network
folders to store and retrieve information, document, and record management. 59.3% reported
using email to disseminate project closure information, and 51.9% use MS Teams to conduct
a post-implementation review (project completion review). Regarding the frequency of use,
the respondents reported using the solutions for at least more than three weeks in a month
during project closing.

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Most of the respondents rate their schedule achievement as excellent and their budget and
donor specification as Good. This indicates that the achievement of project performance is at
least good.

In summary, respondents indicated they highly use applications like MS planner, Email
(outlook), MS Excel, ComCare, and Power BI. However, the use of different applications for
the same tasks was also observed, especially regarding the applications used for data
collection.

Findings of Inferential Analysis

Before checking the influence that ICT use has on project performance, the researcher
checked whether there is a relationship between each aspect of the variables of project
performance, ICT use in each project phase, organizational process assets, and enterprise
(CRS) environmental factors. The study identified the following relationships using
correlation analysis.

The study showed that dependent variable Within Schedule project performance has a
significant (.269) relationship with the independent variable ICT use for project planning at
the p = .049 < 0.05 level (2-tailed). The independent variable explains the model by 7.9%
compared to with no model and it has a positive relationship with the model. The model is a
good fit for the data, and it is statistically significant since p = .040<0.05 level (2-tailed) to
establish the influence of ICT use for project planning on project schedule performance.

The study showed that dependent variable Within Budget project performance has significant
(.335, .385, .459, .534 and .385) relationships with each independent variable ICT use for
project initiating, ICT use for project planning, ICT use for project executing, ICT use for
project monitoring and evaluating, and ICT use for project closing at the p = .013 < 0.05, p =
.004 < 0.05, p = .000 < 0.05, p = .000 < 0.05 and p = .004 < 0.05 level (2-tailed),
respectively. The independent variables together explain the variation in Within Budget
30.5% compared to with no model and all have positive relationships with the model. The
model is a good fit for the data, and it is statistically significant since p = .0003<0.05 level
(2-tailed) to establish the influence of ICT use for managing project phases on project budget
performance.

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The study showed that dependent variable Per Donor Specification project performance has
significant (.375, .437, .370, .346 and .335) relationships with each independent variable ICT
use for project initiating, ICT use for project planning, ICT use for project executing, ICT use
for project monitoring and evaluating, and ICT use for project closing at the p = .005 < 0.05,
p = .001 < 0.05, p = .006 < 0.05, p = .010 < 0.05 and p = .013 < 0.05 level (2-tailed),
respectively. The dependent variable Per Donor Specification has significant (.362, .464,
.420, .350, .349 and .351) relationships with each independent variable ICT or ICT4D
support staffing, ICT usage skill, ICT or ICT4D support structure, ICT use for acquiring
team, ICT use for team development and ICT resource use authorization and replacement
(aspects of EEFs) at the p = .017 < 0.05, p = .002 < 0.05, p = .005 < 0.05, p = .022 < 0.05, p
= .022 < 0.05 and p = .001 < 0.05 level (2-tailed), respectively. Per Donor Specification has a
significant (.349) relationship with an independent variable ICT use policy (aspect of OPA) at
the p = .032 < 0.05 level (2-tailed). ICT use, EEFs and OPAs together explain the variation in
Per Donor Specification 26.6%. The variables have positive relationship with the model. The
model is a good fit for the data, and it is statistically significant since p = .024<0.05 to
establish influence on Per donor Specification

Findings of the key interview with key informants

Interview findings

➢ Respondents have know-how on the benefit or use of technology to manage their

projects at each phase.
➢ ICT uses such as data management, online reporting, online survey, smooth
communication.
➢ CRS has good experience in using ICT for project management. The use of ICT
enhances project performance.
➢ Donors have policies that influence ICT use. Some donors like USAID encourage the
use of technology. Others have no supporting policy. Some restrict a project to use
specific technologies (make and brand).
➢ Some donors do not allocate budgets for acquiring technology, thus brings
overstretching to accommodate all projects with limited ICT resources.
➢ CRS policy has a positive influence on the use of ICT solutions; it encourages ICT
use to improve the quality program and save time and cost.

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 ➢ CRS policy restricts the type of technology for compliance issues. ICT should comply
with the minimum requirements of the agency and should come from genuine/trusted
suppliers.
➢ The acquisition process of a new ICT solution not quick as it should pass through
rigorous evaluation processes and lengthy procurement and delivery procedures.
➢ The gap between CRS and partners in the use of technology (capacity) is more
expansive than expected. Staffing and staff skill at different partner levels and
Structuring ICT support down at lower level are current challenges and influences
project management at different levels or phases.
➢ The requirement of light experts and the learning curves can affect ICT use for project
management.
➢ Cost, easy usability, extendibility to partners, easy customizability, etc. affects the use
of technology for project management.
➢ Required components should be complete

Summary of interview findings

1. The organization (CRS) encouraged the use of ICT; however, there was a gap between
the organization and its partners in the use of ICT for project management. The
enterprise environmental factors such as ICT usage skill, etc., may affect the facilitating
effect of ICT use but, as such, has no direct influence or impact on the project
achievement. Similarly, the organizational process assets may affect the facilitating
effect of ICT use; however, it does not directly affect the project performance
achievement.
2. Some donors encouraged the use of ICT; however, they may also restrict the type of
solutions to use from its compliance requirement view. Some donors may not have
encouraged policy to use ICT solution to allocate budgets, which may cause stretch
(accommodating all project in the use of ICT HW and SW) in supporting such projects.
3. From the study, the participants' response to select from given ICT solutions and to list
free by themselves varies widely; thus, this showed that there might be an awareness
issue regarding SW use.

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 CHAPTER FIVE: CONCLUSIONS AND
RECOMMENDATIONS

5.1 Introduction

This chapter presents the conclusions drawn, and the recommendation is given based on the
summary of the findings of the carried-out research.

5.2 Conclusions

Nearly all project management staff uses ICT solutions for managing identified aspects of
their project management. However, the type of applications used for the same task of a
project management dimension varies except for data collection and visualization, ICT for
social responsibility, and collaboration and communication solutions. The variation indicates
that the use of ICT for M&E is heading toward standardized solutions. Project execution was
also heading toward standardized usage for its communication and collaboration and
stakeholder management; however, respondents mainly use MS excel sheets for processing
procurement aspects. The use of ICT for planning varies even though MS planning looks to
gain used for short-term scheduling. Regarding the frequency of use, most staff use ICT
solutions for each project phase management for at least three weeks in a month for that
duration of the phases except planning for which they use for one week in a month during
planning time.

The researcher also checked to what level ICT use explain project schedule, project budget,
and project scope and found that ICT use could only explain 7.9% of project schedule, 30.5%
of project budget performance. ICT use, EEFS and OPAs together explain 26.6% of Per
Donor specification of project performance. The result implied that a unit enhancement in the
ICT usage would enhance 7.9% of the variation in project schedule performance, 30.5% of
project budget performance and 20.7% of project scope performance. ICT usage, EEFs and
OPAs together explain 26.6% project scope. In general, the use of ICT for project initiating,
planning, executing, monitoring & evaluation, and closing influences project schedule,
budgeting and donor compliance.

From the interview or qualitative analysis, the study found that the organization and some
donors encourage the use of ICT for project management while others not. But there is still a

76
difficulty (gap) to apply ICT support structure down at the partner level, which limited the
use of ICT solutions. ICT solutions themselves are not complete (not have all features), and
this also limited the use of specific ICT solutions for most tasks. ICT facilitated data
collection and verification, online reporting, donor visibility (dashboards), virtual
collaboration and communications with stakeholders, etc.; however, the standardized usage
was still not fully achieved.

5.3 Recommendations

1. Technology is dynamic and requires users be updated continuously. The organization

should give refreshment training on awareness to make staff on the same page in the use
of technology (standardization). Specifically, the respondents did not list the SW used for
project management as a standard, and this showed that there might be a need for
refreshment training.

2. There are challenges in finding a full-fledged project management SW; considering

customization of SW could be a solution for NGOs' environment.

3. Some respondents reported they use simple Excel sheet for project planning. The agency
can measure MS Excels sufficiency for project planning against software made for project
management.

4. Various ICT solutions were in use in the organization for managing different projects.
This showed that there might be a chance of fragmented technology use if different
technologies are used to work for the same purpose but in different projects. More
encouraging standardized use of technology for similar application areas saves the
support effort, reduces budget requirements, and enhances usage skill (improves learning
curve).

5.4 Limitation and suggestion for further study

Limitation

1. Covid-19 has affected most businesses. This research is not exceptional; the limited
availability of data (low response rate) had somehow affected this study. In addition,
during data collection time, many staff were working in a tight schedule as a project with

77
 big programmatic value was under rebidding process and that would have contributed to
low response rate than the researcher expected.

2. The know-how of technology might have limited the response of participants.

3. The subject matter of technology is broad, and it was challenging to prepare a concise list
of technologies and brief respondents as this required more time for the research.

Suggestion for further study

1. The study found that the use of ICT solutions was not uniform in different units. Further
research can bridge the current segmented usage. The study also acknowledges using
drone technology for mapping or supply chain or other project-related purposes only with
making acceptable use policy. Therefore, adopting new technologies might be a research
area, though the adoption or use of some technologies strictly requires following usage
policy.

2. Respondents mentioned that the performance of their projects is also influenced by ICT
use at partners’ level. Thus, the researcher advises that conducting more research might
establish the influence of information and communications at the partners level to
enhance the agency’s project performance achievement.

3. Currently, it is challenging to find a single solution that can fulfill the requirements of all
users. However, this study proposes conducting further research to customize solutions
for NGOs' project management purposes parallel to adoption.

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Appendices

89
 Appendix 1: Questionnaire

ADDIS ABABA UNIVERSITY

SCHOOL OF COMMERCE

GRADUATE PROGRAM IN PROJECT MANAGEMENT

QUATIONNAIRE

Dear Participant,

I would like to extend my thanks to you deep from the bottom of my heart for being willing
and cooperative in undertaking this survey. I would like to ask your kind cooperation in
answering the questions as truthfully and as completely as possible. I want to assure you that
all answers you provide will be kept confidential and will be used only for this academic
purpose. This is, therefore, to kindly request you to take 10-15 minutes to fill out the
questionnaire as genuinely and completely as possible.

Once again, I thank you very much for your precious time.

PART ONE: General information.

Direction: Please indicate the sex, academic qualification and years of experience brackets
you belong.

1. Gender

[ ] Male [ ] Female

2. Age

[ ] 18 - 20 Years [ ] 21 - 30 Years [ ] 31 - 40 Years

[ ] 41 - 50 Years [ ] 51 - 60 Years [ ] 61 + Years

3. Academic qualification

[ ] Diploma [ ] First degree [ ] Masters [ ] PhD

4. Years of work experience in CRS:

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 [ ] Below 1 Year [ ] 1-5 Years [ ] 6-10 Years [ ] 11-15 Years

[ ] 16-20 Years [ ] 21-25 Years [ ] 26- 30 Years [ ] 31-35 Years

[ ] 36 + Years

5. Your current position (Optional):

[ ] CoP, D/ CoP [ ] HoP, D/HoP [ ]Mid-level Mgmt [ ] Senior Mgmt

[ ] Project Manager [ ] S/Project Officer [ ] Project Officer

[ ] Data Management [ ] Project Assistant [ ] Technical Advisor

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PART TWO: ICT use across project phases (Planning, execution, M&E and Closing)

Direction: This part of the questionnaire consists of questions intended to know whether you
use ICT solutions such as project management software, collaboration and
communication platforms, ICT4D hardware and software platforms, HR
acquisition/management system, SCM (supply chain management system), etc., in
project management phases: planning (Developing Project Management Plan), executing
(Direct and Manage Project Work, Manage Project Knowledge) , monitoring and
evaluation (Monitor and Control Project Work, Perform Integrated Change Control), and
closing (Closing Project Phase or Contract).

Section A. Project Planning

Q1. Do you use ICT solutions for project planning?

[ ] Yes [ ] No

Direction: If your answer to Q1 is "Yes", then proceed to Q2; If your answer to Q1 is "No"
then jump to Q5 of Project Execution part.

Q2. If your answer to Q1 is "Yes", then please indicate the ICT solutions you use for each
aspect of Project Planning given in the table below? Please indicate by putting a tick mark in
the applicable box(es)/cell(s) and continue from Q3.

Aspects of ICT solutions use MS MS Accounting Enterprise Adaptive Others

in Project Planning- Use of Project Planner software resource planning
ICT in planning system SW

Project Scheduling

Project Budgeting

Project Resource Planning

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Q3. If your answer for Q2 is "Others", please mention the software (SW) you are using in the
space provided below and proceed to Q4.

____________________________________________________________________

_____________________________________________________________________

Q4. If your answer in Q1 is "Yes", please rate using scale below how often you use ICT
solutions in a month for the following aspects of Project Planning. Please put a tick mark in
the applicable box(es)/cell(s) and continue from Q5 of Project Execution part. (5=Four
Weeks, 4=Three Weeks, 3= Two Weeks, 2=One Week, 1=I do not use)

Aspects of ICT solutions use in I do One week Two Three Four weeks
Project Planning- Use of ICT in not in a weeks in weeks in a in a month
use month a month month

Project Scheduling

Project Budgeting

Project Resource Planning

Section B. Project Execution

Q5. Do you use ICT solutions for project execution?

[ ] Yes [ ] No

Direction: If your answer to Q5 is "Yes", then proceed to Q6; If your answer to Q5 is "No"
then jump to Q9.

Q6. If your answer for Q5 is "Yes", then please indicate the ICT solutions you use for each
aspect of Project Execution given in the table below? Please indicate by putting a tick mark in
the applicable box(es)/cell(s) and continue from Q7.

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Aspects of Procurement Management- MS Online Supply chain Enterprise Others
Use of ICT in Excel Forms management Resource
planning system
(OpEX) SW

E-requisition

E-evaluation

E-shipment follow-up

E-payment

Aspects of E-Communication Email MS Teams/ Cisco Webex Skype Others

Management- Use of ICT in Office 365

Collaboration

Stakeholder management (Reporting) or

support

Effectiveness of communication

Verities of communication methods

Source: Aspects are adopted from Wambui (2019) and an aspect is added. Measuring
scale is own.

Q7. If your answer for Q6 is "Others", then please mention the software (SW) you are using
in the space provided below and proceed to Q8.

_____________________________________________________________________

_____________________________________________________________________

Q8. If your answer in Q5 is "Yes", please rate using scale below how often you use ICT
solutions in a month for the following aspects of Project Execution. Please put a tick mark in
the applicable box(es)/cell(s) and continue from Q9 of Project Monitoring and Evaluation
part. (5=Four Weeks, 4=Three Weeks, 3= Two Weeks, 2=One Week, 1=I do not use)

94
Aspects of Procurement I do One week in a Two weeks Three weeks in Four weeks in a
Management- Use of ICT in not use month in a month a month month

E-requisition

E-evaluation

E-shipment follow-up

E-payment

Aspects of E-Communication I do One week in a Two weeks Three weeks in Four weeks in a
Management- Use of ICT in not use month in a month a month month

Collaboration

Stakeholder management
(Reporting) or support

Effectiveness of communication

Verities of communication
methods

Source: Aspects are adopted from Wambui (2017) and an aspect is added. Measuring
scale is own.

Section C. Project Monitoring and Evaluation

Q9. Do you use ICT solutions for Project Monitoring and Evaluating?

[ ] Yes [ ] No

Direction: If your answer to Q9 is "Yes", then proceed to Q10; If your answer to Q9 is "No"
then jump to Q13.

Q10. If your answer for Q9 is "Yes", then please indicate the ICT solutions you use for each
aspect of Project Monitoring and Evaluation given in the table below? Please indicate by
putting a tick mark in the applicable box(es)/cell(s) and continue from Q11.

95
Aspects of ICT solutions use in

(short

Voice SMS/

Interactive
Project M&E- Use of ICT in

ComCare

recording
Power BI

message)
STATA

service)
CsPRO

Others
Drone

Portal
SPSS

voice
SMS
GIS
Baseline Data collection and bench
marking

Implementation Data Collection

(Tracking -actual data)

Data quality assurance

Data analysis

Data visualization and Reporting

Data use/interpretation (Engaging

stakeholder to give meaning, make
project decision, answer learning
question)

Document Management

Learning and knowledge

management

Social Accountability

Q11. If your answer for Q9 is "Others", then please mention the software (SW) you are using
in the space provided below and proceed to Q12

_____________________________________________________________________

_____________________________________________________________________

Q12. If your answer in Q10 is "Yes", please rate using scale below how often you use ICT
solutions in a month for the following aspects of Project Monitoring and Evaluation. Please
put a tick mark in the applicable box(es)/cell(s) and continue from Q13 of Project Closure
part. (5=Four Weeks, 4=Three Weeks, 3= Two Weeks, 2=One Week, 1=Not at all)

96
Aspects of ICT solutions use in Project I do not One week Two weeks Three weeks Four weeks in
M&E- Use of ICT in use in a month in a month in a month a month

Baseline Data collection and bench

marking

Implementation Data Collection

(Tracking -actual data)

Data quality assurance

Data analysis

Data visualization and Reporting

Data use/interpretation (Engaging

stakeholder to give meaning, make
project decision, answer learning
question)

Document Management

Learning and knowledge management

Social Accountability

Section D Project Closure

Q13. Do you use ICT solutions for project closure?

[ ] Yes [ ] No

Direction: If your answer to Q13 is "Yes", then proceed to Q14; If your answer to Q13 is
"No" then jump to Q17.

Q14. If your answer for Q13 is "Yes", then please indicate the ICT solutions you use for each
aspect of Project Closing given in the table below? Please indicate by putting a tick mark in
the applicable box(es)/cell(s) and continue from Q15.

97
Aspects of ICT solutions use in Network Cloud Storage MS Dropbox Portal/ Email Others
Project Closure - Use of ICT in Shared Folder OneDrive Teams Intranet

Project Documentation and Record

Management (Create Close Out
Report)

Information storage, retrieval and

Sharing

Knowledge Management Capture

Lessons Learned

Knowledge Management Disseminate

and Use Lessons Learned

Project completion review (Post

implementation review - Project
performance and conformance - and
Post-implementation support)

Q15. If your answer for Q14 is "Others", please mention the software (SW) you are using in
the space provided below and proceed to Q16.

_____________________________________________________________________

_____________________________________________________________________

Q16. If your answer in Q13 is "Yes", please rate using scale below how often you use ICT
solutions in a month for the following aspects of Project Closing. Please put a tick mark in
the applicable box(es)/cell(s) and continue from PART THREE. (5=Four Weeks, 4=Three
Weeks, 3= Two Weeks, 2=One Week, 1=I do not use)

98
Aspects of ICT solutions use in Project I do not use One week Two weeks Three weeks in a Four weeks
Closure - Use of ICT in in a month in a month month in a month

Project Documentation and Record

Management (Create Close Out Report)

Information storage, retrieval and Sharing

Knowledge Management Capture

Lessons Learned

Knowledge Management Disseminate

and Use Lessons Learned

Project completion review (Post

implementation review - Project
performance and conformance - and Post-
implementation support)

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 PART THREE: Factors affecting the use of ICT for Project Performance

Direction: This part of the questionnaire consists of questions intended to know whether
Organizational Process Assets such as Processes, Policy and Procedures, and Enterprise
Environmental Factors such as ICT skill, ICT support and ICT support structure influence
your use of ICT for Project Performance.

Section E. Organizational Process Assets

Q17. Do ICT hardware and software acquisition processes and procedures; issuing
procedures and access authorization request processes; and ICT use, and donor policies
influence you in the use of ICT for project management or performance?

[ ] Yes [ ] No

Direction: If your answer to Q17 is "Yes", then proceed to Q18; If your answer to Q17 is
"No" then jump to Q19 of Section F.

Q18. If your answer for Q17 is "Yes", then please rate the extent to which the following
organizational process assets influence your effective use of ICT for project performance
using the below scale. Please put a tick mark in the applicable box(es)/cell(s) and continue
from Q19 of Section F. (5=very great extent, 4=great extent, 3= moderate extent, 2=small
extent, 1=Not at all)

Measure of organization assets Not at To a small To a moderate To a great To a very great

related to ICT solutions: all extent extent extent extent

Hardware acquiring processes

Software acquiring processes

ICT use policy

ICT related donor policy

ICT resource use authorization and

replacement procedures

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 Section F. Enterprise Environmental Factors

Q19. Do ICT skill; ICT support staffing; ICT support structure; and project team acquisition,
development and management influence you in the use of ICT for project management or
performance?

[ ] Yes [ ] No

Direction: If your answer to Q19 is "Yes", then proceed to Q20; If your answer to Q19 is
"No" then jump to Q21 of PART FOUR.

Q20. If your answer for Q19 is "Yes", then please rate the extent to which the following
enterprise environmental factors influence your effective use of ICT for project performance
using the below scale. Please put a tick mark in the applicable box(es)/cell(s) and continue
from Q21 of PART FOUR. (5=very great extent, 4=great extent, 3= moderate extent,
2=small extent, 1=Not at all)

Measure of aspects of people-ICT Not at all To a small To a moderate To a great To a very great
extent extent extent
factor extent

ICT/ICT4D support staffing

ICT usage skill

ICT/ICT4D support structure

Aspects of Workforce and Talent Not at all To a small To a moderate To a great To a very great

Management - Use of ICT in extent extent extent extent

Acquiring Team

Developing (Training) Team

Managing Team (Performance of

Team)

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 PART FOUR: Project Performance

Direction: This part of the questionnaire consists of questions intended to know to what
extent effective use of ICT contributes to your Project Performance and its effect on each
Phase of Project Life Cycle.

Q21. Using the scale below, please rate the effective use of ICT in terms of the following
measures of the management of your Project Performance. Please put a tick mark in the
applicable box(es)/cell(s). (5=excellent, 4=Good, 3= moderate, 2=bad, 1=poor)

Measure of Project Management Excellent Good Moderate Bad Poor

(performance)

Within Schedule

Within Budget

Per donor specifications (scope and

compliance)

Q22. Using the scale below, please rate the extent to which the use of ICT solutions (both
hardware and software) influences the management of each phase of the project across its life
cycle. Please put a tick mark in the applicable box/cell. (5=To a very great extent,

4= To a great extent, 3= To a moderate extent, 2=To a small extent, 1=Not at all)

Aspects of Project Life Cycle Not at To a small To a moderate To a great To a very great

Management all extent extent extent extent

Initiating

Planning

Execution

Monitoring and Evaluation

Closure

THANK YOU

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 Appendix 2: Interview Questions

Key Informants Interview (KII) Questions

Q1. How do ICT solutions for project planning (scheduling, budgeting, resource allocation)
influence the management of your project?

Q2. How do ICT solutions for managing project execution (procurement,

communication, etc.) influence the management of your project?

Q3. How do ICT solutions for managing project monitoring and evaluation (data
management and knowledge management) influence the management of your project?

Q4. How do ICT solutions in managing project closure (document management, reporting,
record management and lessons learned) influences the management of your project?

Q5. How do donor policies influence the use of ICT solutions to manage your project?

Q6. How do organization policies influence the use of ICT solutions to manage your
project?

Q7. How do staffing, staff skill, and reporting structure influence the use of ICT for
effective project performance?

103