A FRAMEWORK FOR ENHANCING PROJECT PERFORMANCE THROUGH PROJECT

MANAGEMENT INFORMATION SYSTEMS IN A MULTI PROJECT ENVIRONMENT: A

CASE OF RURAL ELECTRIFICATION FUND

By

Lukas Tapiwanashe Mkucha

C22148245I

This research Dissertation is submitted in Partial Fulfilment of the Requirements of the Master of
Science Degree in Engineering Project Management
School of Engineering Science and Technology
Chinhoyi University of Technology

Zimbabwe

Supervisor Dr G. Mazambani

June 2023
 DECLARATION

The candidate certifies that the work presented in this Dissertation on the, A FRAMEWORK FOR
ENHANCING PROJECT PERFORMANCE THROUGH PROJECT MANAGEMENT
INFORMATION SYSTEMS IN A MULTI PROJECT ENVIRONMENT: A CASE OF RURAL
ELECTRIFICATION FUND submitted to the School of Engineering Sciences and Technology at
Chinhoyi University of Technology for the Master of Science degree in Engineering Project
Management, is his work and has not been previously submitted.

Candidate: Lukas Tapiwanashe Mkucha

Signature:

Date: 5th of June 2023

Supervisor: Dr. G. Mazambani

Signature:

Date: 13th of June 2023

i
ACKNOWLEDGEMENTS

• I would like to first thank the almighty for once again making this task possible.

• My sincere appreciation also goes to my supervisor Dr G Mazambani for his unwavering

support and guidance throughout this process. His dedication and expertise have been
invaluable, and I could not have completed this dissertation without his help.

• I am grateful to my family for all the support, patience, encouragement and understanding.

• The Rural Electrification Agency staff throughout the country and a special mention to the
IT department Mr. Masunda, Mr. Mnkandla and Mr. Muziva for all the support and
encouragement. Mr. Mutupanyama you were a good comrade in arms.

• Mr. Hosho for all the encouragement, help and criticism that helped speed up the writing
of the thesis.

• A special mention to all the lecturers and students of the Master of Science degree in
Engineering Project Management, who made the learning journey a memorable
experience.

• I am also appreciative to the participants who answered my questionnaire their willingness

to share their time and experiences. Without their participation, this dissertation would not
have been possible.

• Once again, thank you to all those who have supported me throughout this journey. Your
contributions have been immeasurable, and I am forever grateful.

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 TABLE OF CONTENTS

DECLARATION ............................................................................................................................. i
ACKNOWLEDGEMENTS ............................................................................................................ ii
TABLE OF CONTENTS ............................................................................................................... iii
ABSTRACT................................................................................................................................... vi
LIST OF TABLES ........................................................................................................................ vii
LIST OF FIGURES ..................................................................................................................... viii
ACRONYMS AND ABBREVIATIONS ...................................................................................... ix
CHAPTER ONE ............................................................................................................................. 1
INTRODUCTION .......................................................................................................................... 1
1.0 INTRODUCTION ....................................................................................................................... 1
1.1 BACKGROUND OF THE STUDY................................................................................................. 2
1.2 PROBLEM STATEMENT............................................................................................................ 5
1.3 AIMS AND OBJECTIVES ........................................................................................................... 6
1.4 RESEARCH OBJECTIVES .......................................................................................................... 6
1.5 RESEARCH QUESTIONS ........................................................................................................... 6
1.6 RESEARCH HYPOTHESES ........................................................................................................ 7
1.6.1 CONCEPTIAL FRAMEWORK…………………………………………………………7
1.7 SCOPE OF THE STUDY ............................................................................................................. 7
1.8 LIMITATIONS OF THE STUDY................................................................................................... 8
1.9 DEFINITION OF TERMS ............................................................................................................ 9
1.10 ASSUMPTIONS OF THE STUDY ............................................................................................... 9
1.11 SIGNIFICANCE OF THE STUDY ............................................................................................. 10
1.12 ORGANISATION OF THE STUDY ........................................................................................... 10
1.13 CHAPTER SUMMARY .......................................................................................................... 11
CHAPTER TWO .......................................................................................................................... 12
LITERATURE REVIEW ............................................................................................................. 12
2.0 INTRODUCTION ..................................................................................................................... 12
2.1 SEARCH DESCRIPTION .......................................................................................................... 12
2.2 THEORETICAL FRAMEWORK ................................................................................................. 12
2.2.1 The E -Technology Perspective Theory ....................................................................... 13
2.2.2 Resource Based Theory ................................................................................................ 13
2.2.3 Theory Underpinning the Study ................................................................................... 14
2.3 Organisational Performance ............................................................................................ 15
2.4 Performance Measurement .............................................................................................. 17
2.5 PROJECT SUCCESS AND INFORMATION COMMUNICATION TECHNOLOGY ............................. 20
2.6 IT AND PROJECT MANAGEMENT........................................................................................... 21

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 2.7 FACTORS INFLUENCING THE ADOPTION OF PMIS ................................................................. 22
2.7.1 Legal and Regulatory Framework ................................................................................ 22
2.7.2 Financial Capital ........................................................................................................... 23
2.7.3 Technical Capacity ....................................................................................................... 24
2.7.4 Management Support .................................................................................................... 25
2.7.5 Employee Co-operation ................................................................................................ 26
2.7.6 Security Infrastructure .................................................................................................. 27
2.8 BENEFITS OF PMIS ............................................................................................................... 28
2.8.1 Cost Containment ......................................................................................................... 28
2.8.2 Employee Satisfaction .................................................................................................. 29
2.8.3 Enhanced Transparency ................................................................................................ 29
2.8.4 Enhanced Accountability .............................................................................................. 30
2.9 Summary.......................................................................................................................... 30
CHAPTER THREE ...................................................................................................................... 32
METHODOLOGY ....................................................................................................................... 32
3.0 INTRODUCTION ..................................................................................................................... 32
3.1 RESEARCH PHILOSOPHY ....................................................................................................... 32
3.2 RESEARCH DESIGN ............................................................................................................... 33
3.3 RESEARCH STRATEGY .......................................................................................................... 33
3.4 TARGET POPULATION ........................................................................................................... 34
3.5 SAMPLE SIZE ........................................................................................................................ 35
3.6 SAMPLING METHOD ............................................................................................................. 35
3.7 RESEARCH INSTRUMENTS ..................................................................................................... 36
3.8 DATA PRESENTATION AND ANALYSIS METHODS ................................................................. 36
3.9 VALIDITY AND RELIABILITY ................................................................................................. 37
3.9.1 Reliability ..................................................................................................................... 37
3.9.2 Validity ......................................................................................................................... 37
3.10 ETHICAL CONSIDERATIONS ................................................................................................ 38
3.11 SUMMARY .......................................................................................................................... 38
CHAPTER 4………………………………………….………………. ………………………. 40
RESULTS, PRESENTATION, ANALYSIS AND DISCUSSION ............................................. 40
4.0 INTRODUCTION ..................................................................................................................... 40
4.1 QUESTIONNAIRE RESPONSE RATE ........................................................................................ 40
4.2 DATA RELIABILITY ANALYSIS.............................................................................................. 42
4.3 BACKGROUND DATA OF THE RESPONDENTS ........................................................................ 43
4.4 FACTORS INFLUENCING THE ADOPTION OF PMIS ........................................................... 45
4.4.1 Descriptive Statistical Analysis .................................................................................... 45
4.4.2 Inferential Statistical Analysis ...................................................................................... 48
4.5 BENEFITS OF PMIS ............................................................................................................... 50
4.5.1 Descriptive Statistical Analysis .................................................................................... 50
4.5.2 Inferential Statistical Analysis ...................................................................................... 53
4.6 PMIS APPLICATIONS IN USE AT RURAL ELECTRIFICATION FUND ......................................... 54
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 4.7 EFFECT OF PMIS PRACTICES ON PROJECT PERFORMANCE ................................................... 55
4.8 THE PROPOSED FRAMEWORK ................................................................................................ 59
4.9 CHAPTER SUMMARY ............................................................................................................ 62
CHAPTER FIVE .......................................................................................................................... 64
SUMMARY, CONCLUSIONS, AND RECOMMENDATIONS................................................ 64
5.1 SUMMARY OF FINDINGS ....................................................................................................... 64
5.2 CONCLUSIONS ...................................................................................................................... 65
5.2.1 Factors Affecting the Adoption of PMIS ..................................................................... 65
5.2.2 Benefits of PMIS .......................................................................................................... 65
5.2.3 PMIS Applications ....................................................................................................... 66
5.2.4 Effect of PMIS Practices on Project performance ........................................................ 66
5.3 IMPLICATIONS ...................................................................................................................... 66
5.3.1 Theoretical Implications ............................................................................................... 66
5.3.2 Practical Implications ................................................................................................... 67
5.4 FUTURE RESEARCH IMPLICATIONS AND RECOMMENDATIONS .............................................. 67
References ..................................................................................................................................... 70
Appendices .................................................................................................................................... 81

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 ABSTRACT

The present study was prompted by the low success rate of implemented projects in State
Enterprises (SEPs), resulting in a need of coming up with ways of enhancing project performance.
Thus, the aim of this study was to develop a framework to enhance effective adoption of project
management information systems for SEPs in Zimbabwe, with a view to improving project
performance. In particular, the researcher used the Rural Electrification Fund as a case study and
the research objectives of focus were to: establish the status of project management information
systems adoption and project performance, analyse the factors influencing the adoption of project
management information systems, investigate the effect of project management information
systems on project performance in Zimbabwe and to develop a framework to enhance effective
adoption of project management information systems with a view to enhancing project
performance in the SEP sector in Zimbabwe.

The methodology employed for the study involved the use of a structured questionnaire which
adopted and used Likert type questions in which statements are presented to respondents requiring
that they rank their level of agreement on a five-point Likert scale. The study established that the
adoption of PMIS within Zimbabwean SOEs and parastatals was affected by financial, technical,
infrastructural, political, and attitudinal factors. The research also found that when the challenges
confronting the adoption of PMIS in Zimbabwean SOEs and parastatals are taken as a collective,
they had a significant direct positive effect on project performance. The study also concludes that
there are multiple benefits which accrue to the Zimbabwean SOEs and parastatals in their adoption
of PMIS ranging from cost containment, enhanced transparency and accountability, lead time,
fraud reduction and operational efficiency.

The study concludes that there were several PMIS applications in use within REF namely, project
systems, material management planning, sales and distribution, e-tendering, human capital
management, and financial management. With regards to the relationship between PMIS practices
and project performance, the study concludes that PMIS practices have a significant positive effect
on the project performance. Finally, a framework for PMIS implementation in SEPs was proposed.

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 LIST OF TABLES

TABLE 3.1: POPULATION DISTRIBUTION ........................................................................................ 35

TABLE 4.1: QUESTIONNAIRE RESPONSE RATE ............................................................................... 40
TABLE 4.2: FINDINGS THE CRONBACH ALPHA TEST FROM ............................................................ 42
TABLE 4.3: FINDINGS FROM THE CRONBACH ALPHA TEST ............................................................. 43
TABLE 4.4: FACTORS INFLUENCING THE ADOPTION OF PMIS........................................................ 46
TABLE 4.5: CORRELATION FOR CHALLENGES IN ADOPTION OF PMIS AND PERFORMANCE ........... 49
TABLE 4.6 : DESCRIPTIVE ON BENEFITS OF PMIS .......................................................................... 50
TABLE 4.7 : CORRELATION ANALYSIS FOR BENEFITS OF PMIS AND PROJECT PERFORMANCE ...... 53
TABLE 4.8 : MODEL SUMMARY FOR PMIS PRACTICES AND PROJECT PERFORMANCE ................... 55
TABLE 4.9 : ANOVA FOR PMIS PRACTICES AND PROJECT PERFORMANCE................................... 56
TABLE 4.10 : REGRESSION COEFFICIENTS FOR PMIS AND PROJECT PERFORMANCE ...................... 57
TABLE 4.11: TIME ESTIMATES FOR EACH KEY MILESTONE ........................................................... 62

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 LIST OF FIGURES

FIGURE 1 : CONCEPTUAL FRAMEWORK. ........................................................................................ 7

FIGURE 4.1: QUESTIONNAIRE RESPONSE RATE .............................................................................. 41
FIGURE 4.2: FINDINGS FROM THE CRONBACH ALPHA TEST CHART .............................................. 42
FIGURE 4.3: FINDINGS FROM THE CRONBACH ALPHA TEST ........................................................... 44
FIGURE 4.4 : FACTORS INFLUENCING THE ADOPTION OF PMIS...................................................... 46
FIGURE 4.6 : DESCRIPTIVE ON BENEFITS OF PMIS ......................................................................... 51

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 ACRONYMS AND ABBREVIATIONS

AG Auditor General

ANOVA Analysis of Variance

B2B Business to Business

GoZ Government of Zimbabwe

ICT Information and Communication Technology

KPI Key Performance Indicators

NDS1 The National Development Strategy 1

OAG Office of the Auditor General

P2P Procure and Pay

PPDA Public Procurement and Disposal Act

RBT Resource Based Theory

REF Rural Electrification Fund

ROA Return on Assets

ROE Return on Equity

SPMS Strategic Performance Measurement System

SPSS Statistical Package for Social Sciences

UK United Kingdom

USD United States Dollars

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 CHAPTER ONE

INTRODUCTION

1.0 Introduction

Project implementation in State Owned Enterprises (SOEs) has raised concerns over the recent
past. Of note, for example, is the current rate of project implementation by REF which has resulted
in only 725 electrified institutions for the past three years 2020 -2022 in grid against a target of
over 3250 institutions. Thus, the need to enhance project performance can by no means be over-
emphasised.

According to the Government blueprint on development NDSI all public institutions should be
completed by 2025 and the country vision, is to attain a prosperous and empowered upper middle-
income society by 2030. This can only be achieved if all citizens are exposed to modern sources
of energy. Energy, especially electricity acts as catalyst for development. As such there is a need
for REF to rise to the occasion by providing modern forms of energy to the rural areas, hence
there is need to establish ways of enhancing project implementation.

The purpose of the present study is to develop a framework for enhancing project performance in
SOEs. In particular, the study is firmly grounded on the widely established notion that
contemporary Information Technology (IT) based innovations could be the key for unlocking
economic emancipation and global competitiveness for developing countries. The study examines
the influence of project management information systems on the operational performance of
Zimbabwean State enterprises, parastatals (SEPs), and government departments with specific
reference to Rural Electrification Fund (REF). Within the Zimbabwean context, the research
presumes the public sector could be the driver of the Zimbabwean economy after many years of
economic downfall as companies either closed or produced far below capacity utilisation slightly
over the past two decades.

In an endeavour to examine the relationship between project management information systems

adoption and project performance in Zimbabwe, the present study narrows down its scope and
focuses on REF. REF is chosen for the pivotal role it plays in the modernisation of the

1
Zimbabwean modern economy. REF`s mission, is to implement and facilitate the provision of
sustainable energy infrastructure to rural Zimbabwe through grid and alternative renewable
energy technologies. The vision is stated as universal access to sustainable modern energy
services by rural communities in Zimbabwe by 2030.

The study identifies project management information systems as a catalyst for enhanced project-
related decision making in the Rural Electrification Fund. Enhanced decision-making results in
improved overall project performance. Thus, the value of project management information
systems adoption cannot be overemphasized. A thorough search of the literature on public sector
project management and execution uncovers project management information systems adoption
as one possible determinant of enhanced decision making and ultimately project performance.
Considering the foregoing, it becomes imperative to establish the status of project management
information systems adoption, project performance at REF and ways how to improve
implementation of such systems for best results. The findings will be invaluable in drawing
theoretical, research and policy implications.

In line with the global trends of digitalisation in all facets of business operations within the current
information age, project management processes have not been left out of the digitalisation wave.
In line with this observation, there is evidence that there has been a deliberate move across
organisations in the global village to transform project management operations with the help of
information and communication technology (ICT).

1.1 Background of the Study

Chapter (13:20) of the Rural Electrification Fund Act was approved by Parliament in 2002. The
Rural Electrification Fund (REF) was established as a result. REF adopted a semi-decentralised
multi project style of projects implementation. All the country’s eight rural provinces have
independent dedicated teams that plan, budget, and implement projects in their various provinces.
REF mainly implement projects that benefits rural institutions like schools, health centres,
government offices, police posts, chiefs’ homesteads and business centres these are implemented
at 100% capital subsidy. The goal is to bring the grind closer to the people and to make it
affordable. Farms, small scale mines, churches, villages, base stations etc. are also implemented

2
but these pay a 50% capital subsidy. Some of these public institutions are serviced by solar
technology if they are further away from the grid. Alternative sources of energy like biogas are
also used to supply a clean source of energy.

Twenty-six biogas digesters were implemented during the same period whilst the target was 88.
The target for solar is 144 institutions by the year 2025, for the past 3 years only 9 institutions
were done. This has resulted in a need of coming up with ways of enhancing project performance.
The problem is bedevilling all REF provinces because all the 8 Provinces are not meeting their
targets. It is also affecting all technologies done by REF. It is of paramount importance to try and
find out the source of this under performance and hence find out ways to improve. The
performance is grossly below target, 37% for grid projects, 49% for biogas and 10.6% for solar
projects.

Every year billions of public funds are earmarked towards projects implementation and there is
need to make sure these funds are properly accounted for. Proper PMIS usage is envisaged to
assist in bridging this gap. This study aims to investigate the impact of project management
information systems practices on project performance and to propose a framework for the
adoption and implementation of project management information systems in light of the
difficulties and evidence of project management malpractices within SEPs.

The performance of the SEP sector in Zimbabwe is threatened by limitations on working capital
and foreign money, increases in the cost of production inputs from the local market, and the high
cost of power. However, it is noteworthy that prior research have indicated that innovative
technologies bolster efficiencies and business profitability by lowering costs to ensure long-term
survival (Kaleka and Morgan, 2019). Kaleka and Morgan (2019) further assert that by failing to
innovate, an organisation is less agile, less flexible, lacks competitiveness and ultimately fails to
survive.

According to Mwatahwa (2018), there is rising interest in determining the prerequisites for
fostering organisational technology capabilities and sustained growth in the SEP sector. The
managers of organisations must constantly enhance their organisational capabilities by accurately
understanding their technological capabilities, recognising global technological advancements,

3
and keeping an eye on rivals’ attempts to acquire new technologies (Mwatahwa, 2018).

Because it depends on skills, technology, innovation, and regulations, the topic of technical
capacities, particularly for developing nations, is significant to both academics and policy makers
(Etzkowitz and Zhou, 2017). The SEP industry, like all other sectors, depends on the advancement
of technology skills to boost performance and production through the effective use of resources.
There is an ever-increasing demand to improve capabilities for the SEP sector. The SEP sector is
under increasing pressure from the government to improve project management efficiency, and
this has made the topic of technological competence developments pertinent to the demands of
policymakers. Studies on the growth of technological capabilities in emerging nations are rare,
and studies on the SEP sector are very rarer.

The internet has evolved over the past ten years from being a network exclusively for scientists
to a platform that is enabling a new generation of businesses (Buyya et al., 2018). Every industry
is seeing change as a result of the internet. An information, merchandise, and service source has
emerged on the World Wide Web. One of the most talked-about issues in project management
today is the adoption and implementation of project management information systems. It will
unquestionably soon fundamentally alter how project management is carried out (Buyya, et al.,
2018).

Companies all around the world are implementing PMIS to simplify access to the information as
a result of ICT advancements. PMIS is the project management use of internet technologies.
PMISs also make it possible for supply chains to be integrated effectively and offer improved
record organisation and tracking for simpler data collection (Ogot, 2009). PMIS’s benefits and
drawbacks are largely comparable to the universal advantages and drawbacks of the internet.

Through the use of PMIS, organisations can boost productivity and cut costs, manage projects
more quickly and affordably, promote transparency, and prevent corruption in project
management services by avoiding interactions with particular stakeholders, such as suppliers.
PMIS has experienced considerable expansion in the private sector recently, but SEPs have not
used it to the same extent. In an effort to streamline its operations, REF installed SAP - Systems
Applications and Products in Data Processing, commonly known as ERP - Enterprise Resource

4
Planning, in 2012. This was to replace the financial package in use then AS400, for their projects
mostly Microsoft excel and Microsoft projects systems was being partial used. SAP was
envisaged to be an all-compassing solution. 15 modules which are Financial Accountancy (FI),
Materials Management (MM), Sales Distribution (SD), Plant and Fleet Maintenance (PM),
Project Portfolio Management (PPM), Human Capital Management (HCR), Audit Information
Systems (AIS), Supplier Relationship Management (SRM), Contract Life Cycle Management
(CLCM) Environmental Health and Safety (EHS), Product Life Cycle Management (PLCM),
Employee Self Service (ESS), Records and Case Management (RCM) Business Intelligent (BI),
Business Workflow (BW), were rolled out. The success of this investment has largely been
questioned and REF has remained in the implementation mode ever since. The research will try
and find out the successes, failures, received and perceived benefits and come up with possible
ways of improving the implementation of such packages so as to enhance project performance.
This research, therefore, seeks to assess factors that influence the implementation of PMISs in
Zimbabwean SEPs, using REF as a case study.

1.2 Problem Statement

The current rate of project implementation by REF has resulted in only 725 electrified institutions
for the past three years 2020 -2022 in grid against a target of over 3250 institutions. 26 biogas
digesters were implemented during the same period whilst the target was 88. The target for solar
is 144 institutions by the year 2025, for the past 3 years only 9 institutions were done. This has
resulted in a need of coming up with ways of enhancing project performance. The problem is
bedevilling all REF provinces because all the 8 Provinces are not meeting their targets. It is also
affecting all technologies done by REF. It is of paramount important to try and find out the source
of this under performance and hence find out ways to improve. The performance is grossly below
target, 37% for grid projects, 49% for biogas and 10.6% for solar projects.

Every year billions of public funds are earmarked towards projects implementation and there is
need to make sure these funds are properly accounted for. Proper PMIS usage is envisaged to assist
in bridging this gap. In line with the challenges and evidence of project management malpractices
within SEPs, this study seeks to examine the influence of project management information systems

5
practices on project performance, and to propose a framework for the adoption and implementation
of project management information systems.

1.3 Aims and Objectives

The aim of this study is to develop a framework to enhance effective adoption of project
management information systems for SEPs in Zimbabwe, with a view to improving project
performance.

1.4 Research Objectives

1. To establish the status of project management information systems adoption and project
performance at REF.
2. To analyse the factors influencing the adoption of project management information systems by
REF.
3. To investigate the effect of project management information systems on project performance
in Zimbabwe.
4. To develop a framework to enhance effective adoption of project management information
systems with a view to enhancing project performance in the SEP sector in Zimbabwe.

1.5 Research Questions

1. What is the status of project management information systems adoption and project
performance at REF?
2. What are the factors influencing the adoption of project management information systems by
REF?
3. What is the effect of project management information systems on project performance in
Zimbabwe?
4. What framework would enhance effective adoption of project management information
systems with a view to enhancing project performance in the SEP sector in Zimbabwe?

6
1.6 Research Hypotheses

H1: Challenges faced in adoption of project management information systems have a statistically
significant effect on project performance.

H2: Benefits of project management information systems have a statistically significant effect on
project performance.

H3: Project management information systems have a statistically significant effect on project
performance.

1.6.1 Conceptual Framework

Figure 1 illustrates the conceptual framework adopted by this study.

PMIS Challenges

H1
PMIS Benefits PROJECT PERFORMANCE
H2

PMIS Applications H3

Independent Variables Dependant Variable

Figure 1.1 : Conceptual Framework

1.7 Scope of the Study

This study focuses on the influence of PMIS on project performance of the Rural Electrification
Fund (REF). In this regard, it can be deduced that the theoretical scope of the study will be confined
to the relationship between PMIS implementation and project performance. The study collects data
from individuals that work in the Fund’s eight non-metropolitan provinces in Zimbabwe. This is
because these individuals will be in a better position to describe and differentiate between manual

7
and electronic project management processes and to pinpoint the implication that PMISs will have
on project performance. In that case, the target population will comprise of all key employees
involved in the Fund’s projects in the said provinces.

With regards to the periodical scope, the study follows a ten-year periodical delimitation where
the sources used in the study would be from 2012 till 2022. The researcher however moves beyond
the delimitation when conducting a theoretical review of literature. Nevertheless, the most recent
theories and model extensions will be used in such instances. Ten-year delimitation will be
implemented in the proposed study to ensure the research is valid, relevant, and necessary.

Geographically, the study will be carried out in the country’s eight non-metropolitan provinces.
Conducting the study on a nationwide scale will ensure that the research findings are representative
of the situation obtaining at the Rural Electrification Fund.

1.8 Limitations of the Study

This research will be limited to REF in Zimbabwe. As such it faces the limitation that its results
cannot be generalised for all the SEPs in Zimbabwe. Data will be collected from the point of view
of selected respondents and therefore leaves out some key informants in the SEPs sector.

Getting information from respondents who might be busy with their tight schedules is likely going
to be a challenge. Only persistence will save this research. Thus, the researcher will be persistent
until he gets the information.

Some of the respondents might find the topic very sensitive and hence getting documented
information is highly likely to be a challenge. The researcher intends to persuade the respondents
for information using an ethical clearance letter that shows that the research is purely an academic
one.

The use of questionnaires poses several limitations as the researcher has no control over the
responses. The researcher however intends to use several open-ended questions to probe the
respondents deeper on the issue.

8
1.9 Definition of Terms

Project Performance this is when the projects meet its objectives under budget, scope, schedule
and meet the stakeholder’s perception of value (Pereira, 2022).

A project management information system assembles, arranges, and utilizes project data
through one or more software programs. These tools help project managers organize the
information flow and plan, carry out, and close their projects (Steyn, 2015).

Multi project management: PMBOK, 7th edition (2021) defines as it as ‘a set of methods an
organisation can use to enable management of multiple projects.’

Information Technology can be defined as the hardware, software, telecommunications, database

management, and other information-processing technologies used to store, process, and deliver
information.

Project success refers to ‘results much better than expected or normally observed in terms of cost,
schedule, quality, safety, and participant satisfaction, according to Ashley et al. (2003)

Project is a temporary group activity designed to produce a unique product, service or result and
that project management is the application of knowledge, skills, tools and techniques to project
activities to meet the project requirements (Project Management Institute, 2013).

Project management is the application of information, skills, tools, and techniques to project
activities to achieve the project criteria, according to the Project Management Institute (2013).

1.10 Assumptions of the Study

The study makes the following assumptions:

1) The Rural Electrification Fund has to a certain extent adopted PMIS.

2) The adoption and extent of utilisation of PMIS is influenced mainly by financial, technical
and governance factors.
3) The full and effective utilisation of PMIS applications has a direct influence on project
performance.

9
 4) The findings from this study are generalizable to the entire population of Zimbabwean
SEPs that are undertaking projects.
5) The respondents from whom data will be collected will be truthful and reliable in their
contributions to the findings of this study.

1.11 Significance of the study

The findings of this study will serve a great role within State enterprises that undertake various
projects. The findings from the study might be of benefit to the directors and management within
the Zimbabwean State enterprises and government departments particularly in policy enactment,
policy enforcement and policy monitoring.

In addition, the findings of this study will likely enlighten management within REF and other
SEPs regarding the challenges faced in the implementation of PMISs, the benefits of PMISs and
the effect of adopting PMISs on project performance within the organisation and the entire
public sector. The suggested implementation framework is envisaged that it will result in
recommendations that will lead to the successful adoption of SAP within REF. The findings
might, therefore, be a key source of information for policymaking and decision making within
the Rural Electrification Fund and other Zimbabwean SEPs.

It is also anticipated that the findings might be of significant benefit to heads of government
departments in their appreciation of the system and institution specific challenges hindering the
adoption of PMISs. The study will also serve as a contributing academic product to the body of
knowledge around PMIS and project performance. Because there is limited published research
evidence on the effect of e-PMIS practices on project performance of Zimbabwean SEPs, this
study will provide empirical evidence which will bridge this existing research void.

1.12 Organisation of the Study

The entire dissertation will be organised in chapters as follows:

10
Chapter 1:

The first chapter is a foundational chapter to the study providing the study’s background, statement
of the problem, research objectives, and research questions, research hypotheses as well as the
scope and significance of the study.

Chapter 2:

Chapter 2 is a comprehensive review of related literature in terms of the conceptual framework,

theoretical framework and in terms of the study’s research objectives.

Chapter 3:

This chapter outlines the research methodology which essentially relate to the various procedures
adopted in the collection and analysis of research evidence.

Chapter 4:

This chapter deals with the presentation of research findings, their analysis and discussion.

Chapter 5

In this chapter, the researcher summarises the research study and outlines the research conclusions
and the implications of the research findings.

1.13 Chapter Summary

The chapter introduced the study and, in that context, gave background to the study to lay the
foundation of the problem giving rise to the undertaking of the study. The statement of the problem
was also outlined along with the research objectives, research questions and the research
hypotheses which the study sought to respond to. The chapter also justified the undertaking of the
study through outlining the benefits of the study to various stakeholders as well as the scope of the
study and the assumptions made in undertaking the study.

11
 CHAPTER TWO

LITERATURE REVIEW

2.0 Introduction

This chapter aims to evaluate existing research on the part of PMIS in boosting SEP project
performance in poor nations. The purpose of a literature review, according to Paul and Criado
(2020), is to place the research within the framework of the body of already-established knowledge
on a particular subject. It aims to demonstrate the potential advantages of the work done in a study.
The researcher aims to track the historical evolution of IT-based innovations and PMIS in this
area, as well as the factors affecting their adoption and implementation. The effectiveness of PMIS
in enhancing project performance is also reviewed.

2.1 Search Description

A thorough overview of earlier studies that are connected to the current topic must be included in
the literature review. The literature review examines academic journals, books, and other materials
that are pertinent to the field of study. This prior study is listed, described, summarized, impartially
assessed, and made clear in the review.

2.2 Theoretical Framework

An overview of the fundamentals of current theories that acts as a guide for formulating the
arguments that the researcher will employ in his own study is known as a theoretical framework.
Researchers create theories to explain phenomena, discover connections, and predict the future.
The researcher describes the current theories that underpin the current research in a theoretical
framework, demonstrating that the proposed research is pertinent and based on well-established
concepts. Thus, the numerous theories and models that are crucial to this study are examined in
this section of the literature review. Most arguments that come from different scholars in this
regard are informed by the theories they base their arguments on and use to support their
conclusions. In this regard, this section reviews the e-Technology perspective theory and the
resource-based theory.

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2.2.1 The E -Technology Perspective Theory

According to Barratt and Rosdahl (2012), the e-technology perspective theory is built on the
realisation that businesses across the globe have adopted the use of the internet to support their
internal and external business interactions. In summary, the e-Technology perspective theory
argues that the adoption of PMIS is part of the on-going campaign to enhance organisations’
internal and external interactions with the suppliers and customers using digital technology and
the internet. The use of technology in this instance not only makes access to information easy and
fast, but it also provides a significant degree of operational and process efficiency within the area
of project management. This theory is, therefore, relevant in this study because it places at the
centre of PMIS the use of technology.

2.2.2 Resource Based Theory

The Resource Based Theory, which was combined from the work of Barney (2001), asserts that
having strategic resources gives an organisation a fantastic potential to get an advantage over its
competitors. These competitive advantages might also help the company generate large profits.
Wernerfelt (1984) defined a strategic resource as an asset that is priceless, uncommon, challenging
to duplicate, and non-replaceable. A resource is beneficial to a company if it aids in developing
plans that take advantage of opportunities and fend against dangers.

According to Prehalad and Gary (2016), companies can outperform their rivals if they focus their
resources, expertise, and talents on their core competencies. In this situation, an organisation’s
core competences are the tasks it performs more effectively than rivals (Chi, 2015). How
successfully an organisation can adapt to technology advancements and ICT advancements is one
of these fundamental competences. In the case of REF, this is accurate because it has been able to
benefit from its highly experienced workforce when it comes to project implementation. A strategy
serves as a plan of action that connects an organisation’s important goals, policies, and action
sequences in order to realize the organisation’s vision. A strategy is an essential component of the
organisation’s goals and objectives of a corporation. Hence it is key for REF`s strategy to be a
catalyst for achieving its vision.

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When assembling and allocating an organisation’s resources into a workable setting based on the
organisational capabilities, external environment, and potential moves by their competitors, a
strategy that is properly matched to the organisation’s aims and objectives is necessary. A strategy,
according to Mintzberg (2015), is an action plan created with specific goals and objectives in mind.
The company is supposed to consist of internal and external coalitions that originate from social
interactions that are developed to enhance and manage behaviour, according to proponents of this
idea Stern & Stalk (2018). Indeed, the adoption of a package like PMIS in REF is an internal
change that should result in significant project implementation changes.

It is assumed that the external environment contains valuable and finite resources that are essential
for the existence of the organisation. This is a result of the ambiguity surrounding the acquisition
of resources in the external world. This theory is applicable because the project environment is
dynamic and is marked by risks and uncertainties brought on by alterations in the external
environment. This is true for REF operations because they are affected by a variety of external
factors, including the weather, government regulations like labour laws, economic and financial
announcements, and policies passed by the ministries of primary and secondary education, health
and child welfare, energy and power development, and finance, among other ministries. This calls
for the adoption of measures to address problems in the outside environment. Ortega (2017) asserts
that organisations want to accomplish two main goals: control over resources to lessen reliance on
other businesses and increase reliance on other firms by themselves.

2.2.3 Theory Underpinning the Study

The diffusion of innovation theory, which is well-known in the field of information systems, is
employed in an effort to comprehend user adoption of project management information systems.
It is possible to think of a new Information System / Information Technology (IS/IT) as an
invention, and people often require time to accept innovations. Miller (2015) asserts that Rogers
(1995) was the first to formally introduce the diffusion of innovation (DOI) Theory. Diffusion,
according to him, is the process through which an innovation spreads over time among the
individuals within a social system via certain channels. DOI has been demonstrated to be
appropriate for examining the dissemination of IT for personal use (Attewell, 1992). It may be
preferable to think about the process rather than a sequence of distinct steps, according to Bala and

14
Venkatesh (2017), who describe innovation as a complex, iterative, and ongoing process. This
study, which focuses on project management information systems as a project management tool,
is based on the study of innovation diffusion mentioned above.

2.3 Organisational Performance

According to Oteng-Abayie (2011), organisational performance defines the extent to which an

organisation would have realised their stated performance objectives within a given operating
period. In this regard, it can be deduced that organisational performance is an expression of the
degree to which the organisation would have attained and surpassed its objectives as measured
through the gap between the set targets and the realised results (Moore and Finch, 2014).
Organisational performance is therefore, a measure of the extent to which the organisation’s
collective outcomes is compared to the targeted outcomes with a view to establish the extent to
which the there is a deviation between the actual and the targeted outcomes (Goyal and Pitt, 2017).

In light of the definitions of organisational performance as proffered by Oteng-Abayie (2011),

Moore and Finch (2014), and Goyal and Pitt (2017), it can be deduced that the organisational
performance is essentially a measure of how well an organisation achieves its desired outcomes
which is found by comparing the actual organisational outcomes to the targeted outcomes. In this
regard Steenhuizen et al. (2016), argues that being able to ascertain organisational performance is
thus predicated on the organisation’s ability to measure accurately, the organisation’s output within
a given reporting period in comparison to what was targeted for that same reporting period. This
definition and argument is applicable to REF, project implementation of REF can be measured and
ascertained and as shown on chapter one the Organisation has been failing to achieve its set targets
for a number of years now.

Furthermore, Pitt and Goyal (2004) define organisational performance as being the extent to which
the organisation’s non-financial as well as financial returns are realised comparative to the outlined
financial and non-financial targets for a given reporting period. In line with this definition of
organisational performance, it can be deduced that it is an assessment of the extent to which all the
organisation’s activities within a given period yield the desired financial and non-financial targets.
On the other hand, Leaman (2017) views organisational performance as being a measure of the

15
extent to which the deliberate activities that are instituted and undertaken within the organisation
satisfies a set of output and other performance outcomes as stipulated in the organisation’s key
performance indicators. It is evident in the framing of the definitions of organisational performance
by Leaman (2017) and Pitt and Goyal (2004) that it is simply a measure of the organisation’s
outcomes within a given financial reporting period which assesses the extent to which the
organisation’s targets would have been realised through the organisations deliberate activities and
investment in organisational operational activities. The definitions of organisational performance
by Leaman (2017) and Pitt and Goyal (2004) also shows that organisational performance can be
expressed in terms of the attainment of both financial and non-financial organisational outcomes
in a given reporting period.

Similarly, Lavy (2015) classifies organisational performance into financial and non-financial
performance. In this regard, Lavy (2015) notes that financial performance refers to the extent to
which the financial targets of the organisation are realised within a given financial period through
deliberate investment in financial and non-financial resources into the organisation’s core
activities. In the same regard, McNeeney (2017) argues that financial performance is an expression
of the extent and degree to which the organisation’s investment into its core business activities and
functions yield financial returns that are comparable to the targeted financial outcomes. In light of
both definitions of financial performance as adduced by McNeeney (2017) and Lavy (2015), it is
evident that there is a meeting of minds in that, financial performance is an expression of the degree
to which the organisation’s investment into its core functions and activities yields financial returns
measured in terms of profitability, return on equity and return on investment.

On the other hand, Schwimmer et al. (2016) define non-financial performance as being the extent
to which the organisation’s non-financial deliverables such as service delivery, productivity,
corporate social responsibility, sustainability and growth in market share are actualised within a
given reporting period. According to Waheed and Fernie (2019), non-financial performance refers
to the degree to which the non-financial as well as the financial resources which are invested into
the core operations of the organisation are able to yield non-financial outcomes mostly relating to
service delivery as well as customer satisfaction. It can be deduced therefore, that non-financial
performance is simply the realisation of non-financial targets of the organisation through deliberate
yet coordinated investment in financial and non-financial resources within the organisation’s

16
operations. Just like financial performance, non-financial performance is measured by comparing
the organisation’s actual non-financial outcomes to the targeted non-financial outcomes.

Therefore, for an organisation to be able to properly measure their own non-financial performance,
they should clearly define their ex-ante non-financial returns which will be compared to their ex-
post non-financial returns. In this regard, non-financial performance becomes the gap between an
organisation’s ex-post non-financial returns and ex-ante non-financial returns (Kolbe, 2019).

Fava (2016) underscores the need for efficiency when organisational performance is defined and
therefore regards financial performance as being a measure of the degree to which the
organisation’s financial and non-financial resources are converted with a view to actualise
financial and non-financial targets. In this regard, organisational performance is the organisation’s
realisation of set financial and non-financial targets through the effective and efficient utilisation
of financial and non-financial investment to the core activities of the business (Feng, Zhao, and
Su, 2014).

Given the view of organisational performance advanced by Fava (2016) and Feng, Zhao, and Su
(2014), organisational performance can be seen as bordering around the effectiveness as well as
the efficiency with which investment is converted into the actualisation of set objectives and
targets. Despite the nature as well as the size and complexity of the business operations, all the
definitions that have been reviewed around organisational performance have revealed that there is
consensus in the view that organisational performance is a measure of how well and how efficient
the organisation realises its financial and non-financial performance targets.

2.4 Performance Measurement

According to Teicholz (2016), organisations operating in the private sector as well as those in the
public sector are inundated with the expectations to perform and as such, the need to appraise the
level of organisational performance is high. This means that, whilst there is a need to ensure that
the organisation will perform at all times, the degree to which the organisation has realised its
performance targets needs to me assessed and appraised periodically (Teicholz, 2016). This also
entails that there is a need within all organisations to ensure that they make regular and reliable

17
assessments of how well and how far off their actual performance is from their targeted
performance levels.

Alexander (2018) argues therefore, that performance measurement is at the heart of performance
management wherein, management will be able to determine the extent to which the current
performance or the organisation is consistent with the desired and expected norms of performance
at both individual and organisational level. Performance measurement therefore, keeps track of the
attainment of targets at individual, business unit, departmental and organisational level and as such,
all performance management systems are designed in such a way that they can keep track and
report on performance at all levels of the organisation in various aspects of the organisation’s
operations (Thompson, 2014).

According to Meng (2017), performance measurement is an assessment and evaluation of the

efficiency and effectiveness of all the activities that are undertaken by the organisation in pursuit
of the organisation’s goals and performance targets. The premise of this view of performance
measurement is the realisation that the attainment of performance targets is a function of the
efficiency and effectiveness with which all financial and non-financial investment is converted and
used in pursuit of the set targets. It is also with this view in mind that Gerba (2012), defines
performance measurement as being the effectiveness of all organisational activities and initiatives
in the pursuit of performance targets and goals as desired by management.

In the same regard, Zairi (2016) defines performance measurement as being the quantification and
estimation of the effectiveness with which the activities in the organisation are undertaken within
the various business units in pursuit of the actualisation of set organisational objectives. In light of
the definitions by Meng (2017), Gerba (2012) and Zairi (2016), it is evident that performance
measurement is an attempt by the organisation to assess how the initiatives by management and
employees assist the organisation in the realisation of its objectives by the organisation.

According to Hinks (2017), performance measurement is the process by which an organisation

ascertains the metric for the assessment of the organisation’s efficiency and effectiveness. In this
regard, Hinks (2017) argues that performance measurement is simply a process by which the
organisation quantifies actions and activities of an organisation in line with the desired quantitative

18
performance and non-financial organisational outcomes (Forte, 2017). Therefore, performance
measurement seeks to quantitatively measure the extent to which the organisation would have
achieved that which it sets out to achieve in line with the organisation’s vision and goals in a
specified reporting period.

Hinks (2019) also opines that performance measurement concerns itself with the quantitative
examination of the organisation’s vital signs (KPIs) with a view to determine the extent to which
all the processes undertaken within the organisation actualises the objectives of the organisation.
Further, Hinks (2019) notes that the scope of performance measurement is limited to the defined
and identified key performance indicators which in the organisational context serve as vital signs
which help gauge how well an organisation has performed against the targets set.

According to Teicholz (2016) for an organisation to be able to effectively measure and assess its
performance, there is need to have a viable and robust performance management and measurement
system which continuously measures and assesses the organisation’s performance around a given
set of key performance indicators. In the same regard, Edson (2015) also argued that it is incumbent
on the organisation to ensure that they institute a robust performance management system which
also has the support of relevant information management system. According to Edson (2015), the
importance of having a robust system of information management would be to provide key
information and reports on an on-going basis so that the assessment of organisational performance
across all the business units and performance indicators is consistent and reliable.

The information management system will also provide decision makers within the organisation
with the requisite performance oversight over all the organisation’s functions as the information
system helps shape management’s understanding and appreciation of the big picture status quo
(Kaplan, 2011). Further, Kaplan (2011) notes that the effectiveness of the performance
management system of the organisation is based on the availability of timely, accurate and
complete information and this is where the role of information management systems becomes quite
significant and more pronounced in the context of performance measurement.

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2.5 Project Success and Information Communication Technology

Project success has been defined in a variety of ways. A project is successful if it meets the triple
objective outcome of time, scope, and quality, according to the PMBOK 7th edition (2017). It
means the accomplishment of the project’s schedule, cost, and quality goals as well as the project’s
overall process quality (Erling et al., 2009). In REF, project success is measured in terms of costs,
time, labour, and transportation, all of which should fall within a 10% tolerance range. For
information technology projects specifically, Turner (2012) identifies on time, under budget, and
to specification as the benchmark for measuring success.

According to several academics, including Erling et al. (2009), overall project success has to do
with the initiative’s broader and longer-term effects. They stated that success criteria, particularly
for public initiatives, will be established months or years after the project is completed. This
indicates that the short- to long-term success of both project management and project products
should be taken into account. If a project is judged based on the aforementioned two success
criteria, these disparate points of view make it difficult to determine its success (Erling et al.,
2009).

According to Baccarini’s argument from 2007, the quality and influence of a product on the end
user, in terms of meeting user needs, strategic organisational objectives, and stakeholder
satisfaction, are all indicators of a project’s success. Project success, according to Ashley et al.
(2003), is when results in terms of cost, time, quality, safety, and participant satisfaction surpass
expectations. Power and Dickson (1996) made the case that project time, cost, user happiness, and
the impact on computer operations are of utmost relevance when managing information systems.
Planning, monitoring, and control are just a few of the various project-related activities that make
up the comprehensive process of project management.

This implies that both project management success and project product success in the short to long
term should be considered and several skills are required for a project to be determined a success.
These methods need a high level of expertise, which may take some time to develop. They also
need to be reorganized as the project and technology change. As a result, various initiatives must
be managed efficiently, which means they must be organized, staffed, monitored, regulated, and

20
assessed (Liberatore et al., 2009). As a result, each person will have a distinct expectation for the
project’s completion as well as a varied impression of the project’s success or failure (Lim and
Mohamed, 1999). REF is not spared from this diverse complication of defining project success.

2.6 IT and Project Management

Project management and information technology have been very closely related over time. It may
be seen in the rise in project management software and adoption of a variety of management
techniques, including Systems, Applications, and Products. Tools for risk management include
SAP, Microsoft Project System, Executive Support Systems (ESS), Decision Support Systems
(DSS), Knowledge Management Systems (KMS), Management Information Systems (MIS),
Supply Chain Management (SCM), and Business Intelligent Systems (BIS). In the project
management works, the definition of project has been discussed by numbers of authors, for
instance, Dave Cleland and Lew Ireland (2009) describe a project as ‘a combination of
organisational resources pulled together to create something that did not previously exist and that
will provide a performance capability in the design and execution of organisational strategies’.

On the other hand, some scholars have described Project Management tool as ‘software for project
management’ (Fox et al., 2003), while others regard them as ‘systematic procedures or practices
that project managers use for producing specific project management deliverables’ (Milosevic,
2003). Thus, the core of a PMIS is usually project management software which involves wide
alteration, configuration or customisation before it’s applied, this indeed is true even for REF as
massive customisation will have to be made for the software to be adaptive to REF specific
operations.

According to Hobbs (2009), projects have gradually moved to include software development,
business process rearrangement, information technology adoption, and research and development.
By providing a crucial computer application, project management software like, Meredith and
Mantel (2006) found that using information technology (IT) has a significant impact on solving all
difficulties that may arise during project life-cycle phases. This software may help in reducing the
time and cost that are necessary to use precise clarifications for project planning, scheduling,
monitoring, and controlling. Essentially, the role of a project management information system has

21
been described as ‘subservient to the attainment of project goals and the implementation of project
strategies’ (Raymond, 2008). It provides project managers with ‘essential information on the cost-
time performance parameters of a project and on the interrelationship of these parameters’.

According to Gartner Research, in the information technology (IT) sector, 75% of big IT projects
managed with the use of a project management information system (PMIS) would succeed,
compared to 75% of projects handled without it (Light et al., 2005). Organisations were able to
concentrate on how they could build or purchase software to automate operations in order to
promote growth, lower operational costs, and gain competitive advantage thanks to the
development of tools and software (Campbell, 1995). To obtain a competitive edge, many
businesses invest in technology to enhance organisational performance. In essence, technology is
essential to enhancing processes because it manages project complexity, resource consumption,
and maintains project integration. It also helps to increase accountability because resource transfers
can be recorded and monitored. According to a 2005 study by Anantatmula et al., using technology
like cloud computing, knowledge sharing, video conferences, schedule planning, and risk control
tools, along with the internet, makes it easier for project managers to carry out their work,
communicate more clearly, and distribute tasks.

2.7 Factors influencing the Adoption of PMIS

It was the study’s objective to examine the factors which influence the adoption of PMIS within
the state enterprises, parastatals, and government departments. In this regard, the study recognised
that there were factors both within and external to the SEPs which had a bearing on the extent to
which PMIS was adopted and implemented. This section, therefore, focused on the review of
factors that influence the adoption of PMIS within state enterprises, parastatals and government
departments as outlined and argued in literature.

2.7.1 Legal and Regulatory Framework

According to Mbeche et al. (2016), regardless of the sizes, sector and complexity of the
organisation, the operations of an organisation are affected by external as well as internal factors.
According to Mbeche et al. (2016), internal factors are those issues which affect the organisation
from within and the organisation has total control over such factors and they can easily manage

22
such factors so that they do not negatively affect their operations. External factors on the other
hand, are such factors obtaining from outside the organisation but have impact on the operations
of the organisation. External factors are therefore, systemic in nature and the organisation has
limited control over such factors, the only thing the organisation can do is to manage the extent to
which they are exposed to such external factors so that the organisation can continue on the desire
operational path (Mbeche et al., 2016). The external factors which have a bearing on the operations
of the organisation include but not limited to the legal and regulatory framework (Kheng and Al-
Hawandeh, 2017). According to Kheng and Al-Hawandeh (2017), the legal and regulatory
framework is instituted and enforced by the government and it has a way of either promoting or
hindering the institution of certain systems and operational systems within the public and private
sector.

2.7.2 Financial Capital

Presutti (2018) argues that for the success of any business enterprise to be realised, there is a need
for significant and adequate financial capital to be injected in support of the business initiatives
which the realisation of the organisation’s vision demands. In this regard, the successful running
of operational initiatives as well as the adoption of electronic systems demands that the
organisation had a significant flow of liquidity in the form of investment capital. To this end, it
can be deduced that adequate financial capital serves the purpose of being the lifeblood supporting
the implementation of PMIS and thus, if there is inadequate capital, the extent to which PMIS will
be implemented will be limited.

According to Richard et al. (2019), if the implementation of PMIS is to be successful, there is a

need for the organisation to have adequate financial capital with which the organisation can invest
in relevant and requisite hardware and software components of the PMIS systems. Taking onto
account the fact that ICT tools are not always cheap and the initial financial outlay required is often
significantly high, it follows that if a state owned enterprise has financial limitations, they will not
be able to fully embrace and institute PMIS due to the financial demands placed on them in this
regard (Kipngeno and Okello, 2019). Kipngeno andOkello (2019) also notes that governments
within most developing countries have budget constraints and these constraints manifest

23
themselves also in smaller budget allocations to the SEPs and at the back of such limitations, SEPs
are thus limited in their ability to fully institute PMIS across the board.

2.7.3 Technical Capacity

As noted by Xu et al. (2018), even if an organisation is abundantly endowed with financial

resources, the availability of technical capacity from a managerial and non-managerial level within
the affected organisation can either promote of hinder the implementation and adoption of PMIS.
Technical capacity refers to the presence of skills within the organisation so that the
operationalisation of PMIS systems and the making of decisions in line with such systems can be
supported by actual knowledge, skill and expertise (Rajkumar, 2019).

Technical capacity is thus important in that it determines the extent to which management will be
able to apply prudence and make informed decisions that are based on actual knowledge on PMIS
as a whole as well as appreciation of the general market conditions prevailing in the market within
which the business is domiciled (Rajkumar, 2019). According to Boer et al. (2018) the
implementation of PMIS requires that the leadership within the public sector entities to be
technically and tactically astute so that they can be at the forefront of championing the adoption of
PMIS systems within the organisations that they lead.

According to Giunipero (2018), the technical capabilities at management level within the public
sector organisations is instrumental in laying the foundational pivot upon which the successful
implementation of PMIS systems can be hinged. Giunipero (2018) also notes that technical
capacity of management around PMIS is a function of several factors which include but not limited
to the educational background and qualifications of management as well as actual working
experience around electronic systems in general and more specifically, PMIS. In this regard, if the
organisation’s management have both the vision and financial capital to support the adoption of
PMIS, the lack of technical capacity which spells out their capacity to understand and
operationalise the PMIS systems can hinder the successful implementation of the systems (Davila
and Palmer, 2017).

Further, PMIS systems are not solely operated by management and therefore, from an operational
standpoint, there is need to ensure that employees are themselves endowed with commensurate

24
technical capacity (Giunipero, 2018). It can be deduced therefore, that even if there is significant
technical capability at managerial level, inadequate capacity of technical capabilities at employee
level stands to hinder the successful implementation of PMIS as the employees who are supposed
to use the systems are themselves technically unable to use the systems (Rajkumar, 2019). In this
regard, the successful implementation of PMIS systems within the public sector organisations
depends on the extent to which the employees are skilled and have the experience on utilising the
PMIS systems. If the skills profile of the employees is inconsistent with the skills and technical
requirements placed upon the organisation by PMIS, then the implementation of PMIS will not be
impossible, but it will be costly due to the cost of onset training required (Rajkumar, 2019).

2.7.4 Management Support

Huppert (2017) noted that the implementation of any investment decision with the public sector
as well as the private sector requires the support from the executives and senior management. In
this regard, management support is the foundation upon which investment support can be unlocked
because management would have bought into the idea of adopting and investing in PMIS and they
will infuse such investment into the policies and practices of the organisation. According to
Huppert (2017), the absence of management support and buy-in will mean that any prospects of
adopting technology in project management will die a natural death and will not see the light of
day and thus, management support is in itself a very significant standalone factor impacting on the
adoption of PMIS.

According to Zheng et al. (2019), one of the significant challenges faced in the adoption of PMIS
relates to the lack of support from policymakers as well as from directors and senior management
within the state enterprises, parastatals and government departments. As argued by Zheng et al.
(2019), implementation of PMIS is a capital intensive endeavour as the initial capital requirement
is high. In this regard, management support will be a key factor in influencing the extent to which
PMIS will be supported by management in unlocking capital expenditure support as well as
working capital regarding the maintenance of PMIS systems. On the other hand, Zheng et al.
(2019) notes that if there is management support, such support will be expressed in the form of
budgetary support for all the investment capital required in the implementation and
operationalisation of PMIS within the SEP.

25
According to Yen and Ng (2016), the public sector also has senior management and executives
who are sceptical regarding the implementation of electronic systems and as such, they are
significantly exposed to the migration from traditional management systems into the PMIS space.
Furthermore, Yen and Ng (2016) argue that the managers are not fully exposed to the full benefits
that accrue at the back of digitalisation of operational processes and they also do not trust the
resilience of the electronic systems to human manipulation and hence they would rather keep
supporting their traditional tried and tested systems of project management. The greater the level
of scepticism amongst the executives and management would likely influence their stance around
militating against the implementation and adoption of PMIS systems.

Similarly, Jap and Mohr (2018) argue that the lack of management support is usually at the back
of the lack of trust in the level of operational efficiency and process integrity which the
organisations will enjoy when they adopt PMIS systems. Furthermore, Jap and Mohr (2018) notes
that lack of knowledge and exposure to the use of electronic systems along with general rigidity
on the part of management can amplify the extent to which they withhold their support from
innovations in the form of PMIS.

2.7.5 Employee Co-operation

Dhillon and Mario (2014) contends that the adoption of PMIS systems is subject to the level of
cooperation that the organisation receives from the employees at the frontline of using the new
PMIS systems. It was the argument by Dhillon and Mario (2014), that the level of success enjoyed
by the organisation in their quest to adopt and implement PMIS systems depends significantly on
the level of support that the key users of the systems, the employees, are willing to give to
management. Dhillon and Mario (2014) also argued that even if the organisation goes ahead and
implements PMIS systems within the organisation, the lack of employee cooperation will lead to
low usage rates of the system and the deliberate disregard by the employees of the new project
management protocols and the employees will be reverting to the manual processes.

According to Evans (2014), the adoption of PMIS by public sector organisations is treated in the
same manner as change and thus, it is largely faced with employee resistance due to general fear
of the unknown. Taking into account the fact that when employee perceive the change to negatively

26
affect the security of their employment within the organisation, they will do all within their realm
of power to resist and not support the implementation of the PMIS systems. Evans (2014) argues
that the adoption of PMIS reduces the demand for employees within the project management
function and for that reason, employees are inclined to resist the investment in PMIS as such will
endanger their employment. For this reason, the extent to which employees deliberately fail to
cooperate with management is symbolic of the disconnection between the investment in PMIS and
the employees’ personal goals. Maria et al. (2014) also note that employees, just like management
and other internal stakeholders, can place themselves deliberately on the path of implementation
and hinder success in that regard if they fell change in systems would harm their interests in one
way of the other.

2.7.6 Security Infrastructure

According to Davila et al. (2017), PMIS systems are similar to all other electronic systems of ICT
and based on that alone, they are not exempt or immune to cyber security risk. Davila et al. (2017)
defines cyber security risk as being the potential that the organisation’s electronic systems will be
breeched by elements within or external to the organisation put of malicious and criminal intent
leading to loss of information or financial prejudice. Taking into account the fact that the PMIS
systems rely on the use of the internet for connectivity, it means that such systems are not fully
resilient and immune to attach which will impact negatively on the functionality and operability
of the systems depending on the extent of security breech (Wu et al., 2017).

According to Knudsen (2018), the vendors of PMIS systems are mindful of the vulnerabilities of
their products to cyber security risk and in this regard, they take it upon themselves to update
security and system reliance through providing free security patches to strengthen the electronic
systems. In line with this observation by Knudsen (2018), it can be deduced that strength and
robustness of the systems to cyber security risk is a function of the cooperation between the vendor
and the user organisations in providing key security information which will enable strengthening
of the systems’ resilience. In addition, Davila and Palmer (2017) also notes that robust internal
controls within the organisation go a long way in mitigating against the organisation’s exposure to
cyber security risk since in several cases, external parties work on the information provided by the
employees who enable the breech of the systems externally.

27
2.8 Benefits of PMIS

Moon (2015) notes that the adoption of PMIS is like the adoption of any system to an organisation
in the sense that it results in the realisation of multiple benefits by the implementing organisation.
According to Moon (2015), the adoption of PMIS by the organisation can be likened to the
salvation to the private sector operations and deliverance to the public sector project management
challenges. This means that, in a broader sense of things, when an organisation adopts and invests
in PMIS systems, several benefits in the administration and governance of project management
will be realised which further improve the operational efficiency of the organisation.

As noted by Pires and Stanton (2019), there are multiple benefits which can be linked to the
adoption of PMIS systems within the state enterprises, parastatals and government departments.
According to Pires and Stanton (2019), the benefits which are related to the adoption of PMIS
within public sector organisations include but not limited to, operational efficiency, cost
containment, employee satisfaction, enhanced accountability, improved transparency in public
project management and ease of centralisation and decentralisation of project management
processes. This section, therefore, undertakes to review literature as it relates to the benefits of
PMIS within the public sector organisations.

2.8.1 Cost Containment

Setton and Wyld (2018) noted that one of the key and cardinal pursuits of any business organisation
regardless of their sector is the management of operational expenditure. In this regard, every
organisation seeks to ensure that their operational expenditure is kept at the barest minimum and
in the process, actualise a significantly low cost to income ratio (Setton and Wyld, 2018).
According to Knudsen (2018), there are a number of ways through which PMIS places itself as
being one of the avenues by which cost containment can be realised.

In a similar line of thought, Gioconda et al. (2017) noted that PMIS enhances the organisation’s
ability to effectively and efficiently pre-screen as well as pre-qualify suppliers such that the
organisation will only deal with a few suppliers who satisfy their criteria for quality as well as cost
containment. In light to the fact that the organisation pre-qualifies the suppliers and will only deal
with a few suppliers, the cost of administration will be reduced significantly which also goes a

28
long way in mitigating against irregular project management expenditure. Canan et al. (2015) also
argue that PMIS positively affects the organisation’s screening of suppliers which will influence
the overall project management expenditure as the risk of supplier collusion will be significantly
suppressed.

2.8.2 Employee Satisfaction

Bartezaaghi and Ronchi (2018), note that one of the issues that negatively affected the level of
employee satisfaction with their jobs was the volume of work that they were exposed to at the back
of administration processes. In light of this view, Bartezaaghi and Ronchi (2018) argued that the
traditional project management processes were highly annualised and for that reason, there was a
lot of paperwork and it was operationally taxing to the employees thus leading to employee
dissatisfaction because of the workload involved. Taking into account the fact PMIS is an
automated process of project management, the workload per employee within the project
management department is very low thus leading to improved level of employee satisfaction with
their jobs (Kheng and Al-Hawandeh, 2017).

In the same manner, Liao et al. (2017) argue that when PMIS has been fully and successfully
implemented within the organisation, the workload per employee reduces significantly which in
turn increases the probability that the employees will be satisfied by their jobs within the project
management departments. In the context of project management, the lengthy and strenuous
processes which are associated with the traditional processes are replaced by automated processes
which are not only rapid but demand less of the employees in terms of time and human
interventions can influence improved level of employee job satisfaction at the back of workload
reduction (Liao et al., 2017). This was envisaged to be some of the benefits to come to REF.

2.8.3 Enhanced Transparency

Croom and Johnson (2018) argues that within the public sector, there are issues that are often
associated with the lack of transparency as information is not readily available due to excessive
red tape. However, the advent of PMIS provides the organisation with such an avenue through
which they can guarantee equal access to information regarding the supply of services and goods
to the state enterprises, parastatals, and government departments. To this end, PMIS, provides the

29
public sector organisations with such freedom and latitude to be able to disseminate information
in such a manner that equal access is guaranteed within the project management stakeholder
community which in turn contributes to improved level of transparency in as far as communication
and information access is concerned (Croom and Johnson, 2018).

2.8.4 Enhanced Accountability

With regards to PMIS, Gioconda et al. (2017) argues that traditional project management was
characterised with poor accountability as the processes were easy to breech but in the context of
PMIS, the level of accountability is significantly higher. REF wanted to improve both ist financial
and project implementation accountability. According to Gioconda et al. (2017), the higher level
of accountability within the context of PMIS is attributed to the compatibility of PMIS systems to
other computerised systems within the organisation such as computerised accounting, auditing and
information management systems.

This compatibility thus entails that it is easy for internal auditors as well as management to be able
to track all project management related transactions on the basis of the digital trail that is created
and maintained within PMIS processes and systems (Noor et al., 2018). Noor et al. (2018) also
argues that within the PMIS process, there are data warehouse facilities which help management
make informed decisions thus increasing their accountability for their decisions as well as the
actions that ensue thereafter. In the same vein of argument, Olhager and Selldin (2013) asserts
that, through PMIS, all expenditure is supported by electronic documentation which is available
within the system and not easily manipulated thus significantly curtailing irregular expenditure
which is often characteristic of public project management.

2.9 Summary

The chapter undertook a comprehensive review of the scholarly work that was undertaken by
various scholars to examine the effect of PMIS on project performance. The review of literature
focused on the review of conceptual definitions and in this regard, the study defined PMIS,
organisational performance, and performance measurement as key concepts in this study. The
chapter also undertook a comprehensive review of the available literature regarding the factors

30
influencing the adoption of PMIS in the public sector, benefits of PMIS within the public sector.
In the next chapter, the researcher focuses on data presentation, analysis and discussion.

31
 CHAPTER THREE

METHODOLOGY

3.0 Introduction

The primary objective of the study is to examine the influence of PMIS on the project performance
of Zimbabwean State enterprises, parastatals, and government departments, using REF as a case
study and on how to effectively implement the PMIS system in SEP. To actualise this objective
and to collect research evidence in this regard, the study should collect credible and adequate
research evidence. This chapter, therefore, outlines the procedure and the various strategies which
will be adopted by the study in collecting as well as analysing research evidence. This section
covers various aspects of the research methodology, and these include but not limited to, research
design, models, specifications, data nature and sources along with the research instrumentation
and the data analysis strategies.

3.1 Research Philosophy

The study follows the positive research philosophy as it directs the gathering of research data and
its interpretation. Positivism is described as a primarily quantitative research philosophy by Poojar
et al. (2017), in which the researcher addresses the research questions through the gathering and
analysis of quantitative research data. In this sense, the researcher only focuses on gathering and
analysing research data in order to address the research questions and reach valid research
conclusions.

Because of the necessity of examining the nature, strength, and importance of the linear
relationship between PMIS practices and operational performance, the study employs the
positivist research philosophy. The study needs quantitative data to achieve this goal, hence the
positivist research philosophy gives the study the freedom to gather and analyze numerical data.
Additionally, the research aims to examine a variety of research hypotheses, and positivist research
philosophy permits testing of all research hypotheses in this study.

32
3.2 Research Design

The basic plan of action that links the research topic and hypothesis to the proper practical
investigation is known as the research design. When collecting and analysing data, the research
design is of utmost relevance. In terms of research designs, there are three categories: experiment,
case study, and survey. A case study is a type of research strategy that works best when there are
few, in-depth study subjects. Surveys are a means for gathering data, according to the respondents.
Researchers who are participating in surveys are given questionnaires to complete on their own.
Cross-sectional and longitudinal surveys are the two types of surveys (Yin, 2015).

This study will use a survey research design as its methodology. The researcher was drawn to the
survey study approach because of its many benefits, including its high representativeness. A big
population can be accurately represented by surveys on a general level. The data collected have a
better depiction of the relative features of the general population engaged in the study due to the
usual large number of persons who respond to surveys. Surveys are able to extract data that are
close to the exact characteristics of the bigger population when compared to other methods of data
collection.

Surveys, on the other hand, are distinguished by their cheap prices. The only expense incurred by
the researcher when conducting surveys is the creation of survey questions. The survey approach
offers another practical means of obtaining information. Participants may be administered surveys
in a variety of methods. The questionnaires can be delivered simply by email or fax, or by
additional channels like WhatsApp platforms. Additionally, the survey method’s high
representativeness makes it easier to find statistically significant results than with other techniques
of data collection. Surveys can also be used to analyze many factors successfully.

3.3 Research Strategy

According to Saunders and Lewis (2017), a research strategy is a detailed plan outlining how the
research will be carried out. The way in which a chosen research method is used to address the
research questions is referred to as a research strategy. It has been called a ‘blueprint’ since it
outlines the tasks that must be completed and how they are to be carried out (Bougie and Sekaran,

33
2019). A research plan lays forth instructions for how to reply to research questions in the right
way, providing a direction for the research.

There are three main types of research strategies: mixed, quantitative, and qualitative. When using
a mixed method, both quantitative and qualitative techniques are used. The mixed technique is
used in this study to quickly and efficiently collect both qualitative and quantitative data.
Exploratory research makes up the majority of qualitative research. It is employed to comprehend
the underlying causes, viewpoints, and motivations. It offers understanding of the issue or aids in
formulating concepts or theories for possible quantitative studies. In order to delve deeper into a
topic and identify trends in attitudes and cognition, qualitative research is also done.

On the other hand, quantitative research employs the generation of numerical data or data that may
be converted into useful statistics to quantify the issue. It is used to measure attitudes, beliefs,
actions, and other predetermined factors in order to generalize findings from a larger sample size.
The researcher was drawn to the hybrid strategy because of the advantages it offers:

• Enables in-depth information gathering and acquisition.

• Leads to greater validity and reliability of data.
• Helps to overcome potential bias.

3.4 Target Population

Mensah, Agyemang, Acquah, Babah and Dontoh (2020) defined a target population as being the
totality of research elements about whom the researcher makes a scientific research inquiry. This
study’s population comprises all employees of the REF across the eight provinces and at head
office. In this regard, the study’s population will be made up of 352 individuals occupying both
managerial and non-managerial positions. This is the total number of the permanent REF
employees.

34
3.5 Sample Size

Lakens (2022) defines a sample size as being a quantification of the number of individuals who
make up the sample from which the study collects research data. The study adopts and uses the
Yamane formula in arriving at the study sample as shown below:

n= N

(1 + Ne2)

Where N = population size, and e = significance level (0.05)

3.6 Sampling Method

The study selects respondents from the population into the sample using stratified random
sampling technique. Sharma (2023) defines stratified random sampling as being the process of
sampling within which the population characteristics are used to divide the population into small
homogeneous units referred to as stratums. In the context of this study, the researcher uses both
geographical and position-based stratification in which the population will be mainly stratified into
8 strata based on the 8 non-metropolitan provinces where REF carries out project work, and the
9th strata is the REF head office.

Table 3.1: Population Distribution

PROVINCE POSITION
MANAGEMENT NON-MANAGEMENT
MANICALAND 6 20
MASHONALAND EAST 6 20
MASHONALAND CENTRAL 6 20
MASHONALAND WEST 6 20
MASVINGO 6 20
MATABELELAND NORTH 6 20
MATABELELAND SOUTH 6 20
MIDLANDS 6 20
HEAD OFFICE 14 58

Further stratification within each geographical stratum will be done based on the positions of the
respondents and in this regard 2 sub-strata emerged, namely, managerial, and non-managerial. The

35
selection of respondents from each of the emerging sub-strata will be done randomly thus giving
every member of the population a fair chance of making it into the study sample.

Stratified random sampling is preferred based on its ability to come up with a representative
sample. On the other hand, the managerial and non-managerial employees will be proportionally
represented in the sample thus giving a fully representative sample. Stratified random sampling is
also selected because it is a probability sampling method which eliminates researcher bias and
provides fair opportunities for each member of the population to be selected into the sample.

3.7 Research Instruments

Sharma (2023) defines research instruments as being the apparatus which are utilised by the
researcher for the purposes of collecting research evidence from the study sample. In the collection
of research evidence for this study, a structured questionnaire will be utilised. Keshab (2014)
defines a structured questionnaire as being a listing of closed questions presented to the
respondents to solicit their opinions on the research inquiries using a set of guided responses. The
structured questionnaire to be used in this study adopts and uses Likert type questions in which
statements are presented to respondents requiring that they rank their level of agreement on a five-
point Likert scale. The study uses the structured questionnaire because it was easy to craft, easy to
administer electronically via email, responses are easy to capture on SPSS and easy to analyse and
summarise.

3.8 Data Presentation and Analysis Methods

The study’s primary data will be collected using structured questionnaires which will be
electronically administered to the respondents within the REF. The primary raw data from the
questionnaires will be captured and processed by the Statistical Package for Social Sciences
(SPSS). The presentation of the findings will be done using frequency and descriptive statistical
tables along with bar graphs. Tables are preferred because they easily summarise the research
findings making them easy to understand.

The study analyses the primary research data using descriptive statistical analysis as well as
inferential statistical analysis. The descriptive statistical analysis will be done using the mean,

36
standard deviation, and standard error of mean. The mean will be used as a measure of the general
response sentiment by the respondents on the research questions presented to them. The standard
deviation will be used as a gauge of the differences in the opinions and sentiments by the
respondents.

Inferentially, data will be analysed using the Pearson correlation analysis and the multiple linear
regression analysis. The Pearson correlation analysis is used to examine if there exists a
correlational relationship between research variables as well as the significance of the correlations.
The multiple linear regression analysis is also used to test the nature, strength, and significance of
the linear relationship between PMIS and project performance.

3.9 Validity and Reliability

3.9.1 Reliability

Aithal and Aithal (2020) define reliability as being the repeatability and consistency of outcomes
from the use of a given research instrument on the same subjects at different times. In guaranteeing
the reliability of the questionnaire for the purpose of data collection, the Cronbach alpha test will
be conducted in SPSS. The Cronbach alpha test is a test that is used to examine the extent to which
the questionnaire displays internal consistency. In line with the arguments by Kumar (2017), the
study sets a threshold of acceptable reliability at α ≥ 0.70 from the Cronbach alpha test.

3.9.2 Validity

Cohen, Manion and Morrison (2017) define validity as the competence or the ability of the
questionnaire to accurately measure that which it is designed to measure and gauge. In the context
of this study, content validity of the questionnaire is guaranteed by ensuring that the design of the
questionnaire is founded and aligned wholly to the study’s research objectives. Further, expert
review will also be used in checking the questionnaire validity wherein, the supervisor checks the
questionnaire validity and where appropriate, corrections are suggested and made by the researcher
as per the guidance of the supervisor.

37
3.10 Ethical Considerations

The research is premised on ethical research practices. Participation in this study by any
respondents will be based purely on a voluntary basis.

3.11.1 Permission

The researcher will first obtain permission to conduct the research in the respective Provinces,
permission will be applied for central from REF head Office.

3.11.2 Informed Consent

Informed consent, as defined by Millum and Bromwich (2021), is the act of a person giving their
assent to participate in research after receiving truthful information about its methods, risks, and
rewards. Respondents will therefore have the choice of participating or not in this lawsuit.
Participants would then decide whether or not to participate in the research after the researcher has
explained the purpose of it. People are so free to choose whether or not to engage in the current
investigation.

3.11.3 Confidentiality

According to confidentiality, no one can link study data to a participant’s name or access their
personal information (Millum and Bromwich, 2021). Respondents are thus assured that their
answers will be treated in strict confidence and used only for the purposes of the research. If a
response cannot be linked to a specific participant, anonymity of the respondent is assured. As a
result, no one will be able to identify the respondents or their responses in this survey.

In particular, the researcher used study codes instead of recording identifying information on data
documents (completed questionnaires), keeping a separate document that links the study code to
subjects’ identifying information locked in a separate location, and restrict access to this document.
The researcher plans to encrypt any personally identifiable data. The study’s data and
documentation will also be properly discarded, removed, or destroyed. The researcher restricts
access to identifiable information while conducting the study, securely keeps data documents in
locked containers, and gives computerized records security codes.

38
3.11 Summary

This chapter focused on outlining the procedures and the steps followed by the researcher in the
context of collecting and analysing research data for this study. In this regard, the chapter in its
entirety outlined and justified why certain steps and procedures were adopted and how that assisted
the study in actualising its research objectives. In the following chapter, the findings in this regard
are presented and discussed in this chapter along with the findings from the testing of the research
hypotheses related to this study.

39
 CHAPTER FOUR

RESULTS, PRESENTATION, ANALYSIS AND DISCUSSION

4.0 Introduction

The previous chapter outlined the procedures and the steps followed in data collection and analysis
and testing of research hypotheses. The study examined the effect of PMIS practices on the project
performance of Zimbabwean State enterprises, parastatals, and government departments with
reference to the Rural Electrification Fund (REF) In line with the actualisation of this primary
research objective, primary research data were collected using a structured questionnaire
administered to the managerial and non-managerial employees of REF. The findings in this regard
are presented and discussed in this chapter along with the findings from the testing of the research
hypotheses related to this study.

4.1 Questionnaire Response Rate

The study collected primary research data by way of administering a structured questionnaire to
the individuals selected for participation in the study. In this regard, structured questionnaires were
administered to one hundred and eighty employees within the REF. The findings in terms of the
response rate from the administration of the questionnaire are given in Table 4.1.

Table 4.1: Questionnaire Response Rate

Questionnaires Total
Distributed 180
Collected 137
Response Rate (%) 76.1

Source: Primary Data

40
 Questionnaire response Rate

137
Distributed
Collected
180

Response Rate = 76.1 %

Figure 4.1: Questionnaire Response Rate

Table 4.1 shows that the study distributed a total of 180 questionnaires to the managerial and non-
managerial employees within Rural Electrification Fund. Out of the distributed 180 questionnaires,
the findings show that not all the selected participants to whom the questionnaires were
administered returned the questionnaires to the researcher. In this regard, Table 4.1 shows that one
hundred and thirty-seven (137) of the one hundred and eighty (180) distributed questionnaires
were returned and accounted for by the researcher. In line with this, it can be deduced that the
study realised a response rate of 76.1% from the administration of the structured questionnaires to
the study sample.

The analysis of the research findings was therefore, based on the 76.1% response rate attained by
the study and in line with the arguments by Mugenda and Mugenda (2015), the response rate of
76.1% was high and significant allowing for the attainment of data saturation and the
generalisation of research findings to the wider research population. Mugenda and Mugenda
(2015) argued that a response rate exceeding 50% allowed the study to attain data saturation
allowing for comprehensive analysis of findings through which the findings can be easily
generalised to the study population.

41
4.2 Data Reliability Analysis

The study recognised the need to conform to and attain acceptable level of data reliability and in
that regard, the study conducted a Cronbach alpha test which was aimed at examining the extent
to which the study attained reliability in line with acceptable thresholds. The findings from the
testing of reliability using the Cronbach Alpha test are given in Table 4.2.

Table 4.2: Findings the Cronbach Alpha Test from

Construct Cronbach Alpha () N of Items

Factors influencing the Adoption of PMIS 0.771 6
PMIS Applications 0.755 7
Benefits of PMIS 0.756 7
Effectiveness of PMIS systems 0.943 7
Project performance 0.857 7
Overall Reliability 0.929 34

Source: Primary Data

Findings From The Cronbach Alpha Test

Project performance
Benefits of PMIS
Factors influencing the Adoption of…
0 5 10 15 20 25 30 35 40

No. of Items Cronbach Alpha (a)

Figure 4.2: Findings From The Cronbach Alpha Test Chart

Table 4.2 presented the findings as they related to the Cronbach alpha test which the study
conducted to test the extent to which the data conformed to the principle of data reliability. The
findings show, α = 0.929, N = 34, that the study was able to attain a level of reliability falling
within the acceptable threshold of α ≥ 0.70, as outlined in the research methodology. The study’s
level of reliability was in this instance excellent in line with the classification by Malhotra et al.

42
(2006). As put forward by Malhotra et al. (2006), an alpha coefficient greater than 0.90 denotes
an excellent level of reliability. In this regard, it is evident that whilst all the sections of the
questionnaire attained acceptable measures of reliability, in overall terms, an excellent level of
reliability was attained by the study.

4.3 Background Data of the Respondents

The background of the respondents was examined with regards to such key aspects which build a
credibility profile amongst the respondents. In this regard, the inquiry into the background of the
respondents was done to satisfy the expectation of credibility on the part of the respondents. The
findings in this regard are given in the sections below.

Table 4.3: findings from the Cronbach Alpha Test

Characteristic Frequency Percentage (%)
Gender
Male 69 50.4
Female 68 49.6
Total 137 100.0
Educational Qualifications
Certificate 18 13.1
Diploma 47 34.3
Degree 54 39.5
Masters 18 13.1
Total 137 100.0
Length of service
Managerial 26 19.0
Non-Managerial 111 81.0
Total 137 100.0
Work Experience
<1 year 8 5.8
1 – 5 years 37 27.0
5 – 15 years 58 42.3
15+ years 34 24.8
Total 137 100.0

43
Source: Primary Data

Findings From Cronbach Alpha Test

160
140
120
100
80
60
40
20
0

Frequency Percentage (%)

Figure 4.3: Findings from the Cronbach Alpha Test

The findings in Table 4.3 as they relate to the gender of the respondents revealed that the sample
was balanced based on gender. The findings thus show that 50.4% were male and 49.6% of the
respondents were female. The gender balance attained by the study in terms of its sampling and
solicitation of research findings was significant in reducing gender bias in the data which formed
the foundation of data analysis. Further, the participation of both male and female respondents
allowed the study to obtain opinions and experiences of the employees across the gender divide
this enriching the study findings.

The findings further show that, in terms of the educational qualifications of the respondents, all
the respondents who took part in the study had a tertiary level educational qualification. The
findings show that the majority (39.5%) of the respondents held a degree qualification; 34.3% had
a diploma and 13.1% had a master’s degree and certificate, respectively. The significance of this
finding is that it reflects the cumulative wealth of academic knowledge which the respondents
possessed, which when applied to the contributions made to the study, enhanced the study findings.

44
The findings also show that the sample from which data were collected had a proportional
representation of managerial and non-managerial employees. The findings in Table 4.3 show that
19.0% of the respondents were managerial employees and 81.0% were non-managerial employees.
Of significance is the fact that contributions were made from both the policymaker perspective
and the operationalisation of the project managements and practices within the organisation. The
managers represented the policymakers, and the non-managerial employees operationalised the
research findings.

The study also found that 5.8% of the respondents had been of service to the organisation for a
period less than a year. The findings also show that 27.0% had been employed for periods between
1 and 5 years; 42.3% between 5 and 15 years and 24.8% for an excess of 15 years. The findings in
terms of the working experience indicate that many of the employees had been long-term
employees of the organisation who had lived through various changes in project management
policies and practices. Significantly, the findings show that, the responses provided by the
respondents to the questionnaire were thus based on lived experiences informed by their exposure
to PMIS practices within the organisation over the tenure of their employment.

4.4 Factors influencing the Adoption of PMIS

The study inquired into the factors which affected the adoption of PMIS within the Rural
Electrification Fund. In making this inquiry, the study utilised the structured questionnaire in
which the respondents were asked to indicate their level of agreement with the given factors.

4.4.1 Descriptive Statistical Analysis

The opinions expressed by the respondents to the questionnaire were processed using SPSS into
descriptive statistics. The findings in terms of the descriptive are given in Table 4.4.

45
Table 4.4: Factors Influencing the Adoption of PMIS

N Mean Std. Dev

Factors
Statistic Statistic S.E. Statistic

Legal and Regulatory 137 3.76 .117 1.364

framework

Financial capital 137 4.47 .083 .971

Technical capacity 137 3.91 .077 .898

Management support 137 3.93 .078 .913

Employee cooperation 137 3.64 .104 1.217

Cyber security infrastructure 137 4.43 .066 .775

Valid N (list wise) 137

Factors Influencing The Adoption of PMIS

Valid N (list wise)

Cyber security infrastructure

Employee cooperation

Management support

Technical capacity

Financial capital

Legal and Regulatory framework

0 20 40 60 80 100 120 140 160

Std. Dev Statistic Mean S.E. Mean Statistic N Statistic

Figure 4.4 : Factors Influencing the Adoption of PMIS

Table 4.4 shows that the respondents agreed (mean=3.76) that legal and regulatory framework
impacted upon the adoption of PMIS within the organisation. This finding could be indicative of
the fact that the legal and regulatory framework was either silent when it comes to the project
management processes that were entered into via electronic processes or there were no existing

46
regulations governing the E-Systems in the context of project management. The findings are
similar to the argument raised by Johnson and Whang (2017) that, the adoption of PMIS was often
affected by the regulatory and legal framework within which PMIS was implemented.

The findings also showed that the respondents generally agreed (mean = 4.47) that the adoption of
PMIS was impacted upon by financial constraints within the public sector. From this finding, it is
evident that the respondents held the view that the abundance of lack of financial resources affected
the extent to which the organisation could adopt PMIS. This could be attributed to the fact that the
adoption of PMIS demands that the organisation invests in the project management of ICT tools
in the forms of hardware and software. In the absence of adequate capital, the organisation can
only implement PMIS to a limited extent. This finding compares with Richard et al. (2019) who
also argued that adoption of PMIS was heavily dependent on the availability of financial capital
and therefore, the greater the capital, the greater the level of implementation of PMIS.

The respondents agreed (mean = 3.91) that technical expertise was one of the cardinal factors
which affected the adoption of PMIS within the organisation. The finding speaks to the skills
within the organisation and how the lack of technical skills can be of negative effect to the adoption
of PMIS. The finding could therefore, be attributed to the fact that PMIS systems require skill to
both implement and maintain and therefore, if there are no skills available in the organisation,
PMIS will not be implement and if it is, it will be implemented at a very high cost of training of
employees this finding agrees with Davila and Palmer (2017) who argued that technical expertise
within the organisation determines the extent to which PMIS will be implemented in the
organisation

The respondents also agreed (mean = 3.93) that management support impacted on the adoption of
PMIS within the organisation. This finding illustrates that, if management does not by in and
support the investment in PMIS, then PMIS will highly likely not be adopted by the organisation.
It is also realised that management makes decisions on investment and therefore, their support
determines which manner of investment will be pursued by the organisation. The respondents
further agreed (mean = 3.64) that employee cooperation was also influential in the adoption of
PMIS. The level of employee cooperation is instrumental in the operationalisation and compliance
of standing instructions and thus, higher cooperation is required for PMIS adoption to be a success.

47
These findings concur with Huppert (2017) and Evans (2014) who all cited employee cooperation
and level of management support as being factors which affected the adoption of PMIS within
state enterprises

The findings in the table also show that the respondents agreed (mean=4.43) that cyber security
risk was also a factor which hindered the adoption of PMIS within the organisation. Cyber security
risk denotes the extent to which the PMIS systems are vulnerable to manipulation and attack from
both internal and external criminal elements. The higher the cyber security risk, the more difficult
and costly it becomes to adopt and implement PMIS systems. This finding is consistent with Wu
et al. (2017) who also note that the adoption of PMIS was affected by the prevalence of cyber
security risk within the organisation and its operating environment.

4.4.2 Inferential Statistical Analysis

The study further inquired into the effect of the challenges which the organisation faced in the
adoption of PMIS on the overall performance of the organisation. In this regard, the study sought
to examine the extent to which the identified factors which hindered the adoption of the PMIS
affected project performance. The study thus sought to test the hypothesis given below:

H1: Challenges faced in adoption of PMIS do not have a statistically significant effect on project
performance.

The study used the Pearson correlation analysis to test the hypothesis and the findings are given in
Table 4.5.

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Table 4.5: Correlation for Challenges in Adoption of PMIS and Performance

CHALLENGES PERFORMANCE

Pearson Correlation 1 .670**

CHALLENGES Sig. (2-tailed) .000

N 137 137

Pearson Correlation .670** 1

PERFORMANCE Sig. (2-tailed) .000

N 137 137

**. Correlation is significant at the 0.01 level (2-tailed).

Source: Primary Data

The findings in Table 4.5 show that the correlation coefficient for challenges faced in the adoption
on PMIS and project performance was, R = 0.670. This correlation coefficient (R = 0.670) revealed
that the correlation between challenges faced in the adoption of PMIS and project performance
was a strong positive correlation. In this regard, the finding shows that challenges faced in the
adoption of PMIS have a strong direct linear relationship with project performance indicating that
challenges faced in the adoption of PMIS have a strong direct effect on project performance of the
fund.

The findings in Table 4.5 further show that the correlational relationship between challenges faced
in the adoption of PMIS and project performance was statistically significant (p = 0.000 < 0.01).
The findings, therefore, show that in overall terms, there existed a strong positive and statistically
significant correlational relationship between challenges faced in the adoption of PMIS and project
performance. Considering this finding, the study rejects the hypothesis, H1, that challenges faced
in adoption of PMIS do not have a statistically significant effect on project performance. This
finding agrees with Min and Galle (2016) also found in their study that, the challenges which were
faced in the adoption of PMIS had a significant effect on overall project performance of the
organisation.

49
4.5 Benefits of PMIS

The study also examined the benefits of adopting PMIS to the operations of Rural Electrification
Fund, the findings in this regard are presented and discussion under this section.

4.5.1 Descriptive Statistical Analysis

Table 4.6 shows the findings as they relate to the descriptive statistics emerging from the
processing of raw data from the questionnaires.

Table 4.6 : Descriptive on Benefits of PMIS

Mean Std. Dev.

Benefits
Statistic S.E. Statistic

Enhanced accountability 4.62 .042 .487

Cost Containment 4.80 0.35 .405

Improved transparency in project management 4.39 .088 1.031

Ease of centralisation and decentralisation in project management 3.09 .132 1.548

Enhanced employee satisfaction 2.96 .129 1.504

Reduction in levels of tender fraud and corruption 3.53 .116 1.362

Improved process efficiency in project management 4.55 .043 .499

Valid N (list wise)

Source: Primary Data

50
 Descriptive on Benefits of PMIS Chart

6
5
4
3
2
1
0

Mean Statistic Mean S.E. Std. Dev. Statistic

Figure 4.6 : Descriptive on Benefits of PMIS

The findings in Table 4.6 show that the respondents agreed (mean = 4.62) that the adoption of
PMIS systems resulted in an enhancement in overall level of accountability within the
organisation. The findings also show that the respondents agreed (mean = 3.53) that the level of
tender corruption and fraud reduced significantly at the back of adoption and implementation of
PMIS systems in the organisation. Similarly, the respondents agreed (mean = 4.39) that due to
PMIS, the level of transparency in the context of project management improved. These findings
could be attributed to the fact that PMIS was concerned with the adoption of electronic systems
which resulted in the automation of most transactions and processes.

The automation of transactions created an electronic paper trail which made accountability easy,
and the systems are not easily manipulated, and they produce reports upon requests which also
improves accountability and transparency and reduce irregularities. These findings reflect the
sentiments by Chan et al. (2017) who also found that PMIS played a significant role in curtailing
project management irregularities in the public sector due to improved transparency and
accountability.

51
The findings also show that the respondents agreed (mean = 4.80) that cost containment was
realised due to the adoption of PMIS systems in the organisation. Cost containment in this instance
means that the organisation reduces its project management related expenditure, and this could be
due to the fact the PMIS is a cost-effective process. Further, PMIS requires that a few employees
be employed, and this cuts down on payroll costs and all communication is done electronically
which also cuts down on communication expenditure as well as printing costs as no papers are
required. This finding concurs with Knudsen (2018) who argued that PMIS was an effective
organisational process in terms of cutting down on operational expenditure in the area of project
management processes.

The respondents were unsure (mean = 2.96) as to whether, PMIS contributed to employee
satisfaction. The findings also show that the respondents were unsure (mean = 3.09) that PMIS
enhanced the ease with which centralisation and decentralisation could take place in project
management. In both cases above, the respondents’ failure to give a definitive opinion on
employee satisfaction and ease of centralisation or decentralisation could be attributed to the fact
that non-managerial employee dominated the sample and thus they would not speak with certainty
on issues of centralisation or decentralisation as it was a management issue. However, the failure
to be certain on employee satisfaction could also be indicative that PMIS did not really change
their level of satisfaction and workload could have remained high. the findings therefore, disagreed
with Liao et al. (2017) who found that PMIS enhanced the level of employee satisfaction as well
as the ease with which the organisation could centralise or decentralise project management within
the organisation’s functions.

The findings in Table 4.6 also show that the respondents strongly agreed (mean = 4.53) that PMIS
improved project efficiency within the project management. This finding could be attributed to the
fact that PMIS improved the speed with which project management was undertaken at the back of
automated processes. On the other hand, the general process turnaround time reduced significantly,
and the monitoring of inventory also improved due to PMIS. The findings can also be attributed
to the fact that with automation, mistakes are easily detected and minimised before authorisation
of transactions which again enhances efficiency. This finding concurs with Olhager and Selldin
(2013) who also found that general efficiency within the organisation around project management
processes improved due to adoption of PMIS.

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4.5.2 Inferential Statistical Analysis

The study further inquired into the effect of the benefits of PMIS on project performance. In this
regard, the study sought to examine if the benefits of PMIS when taken as a unit had a bearing on
project efficiency. The study thus sought to test the following research hypothesis:

H2: Benefits of PMIS do not have a statistically significant effect on project performance.

The findings from the Pearson correlation analysis which was undertaken to test the above
hypothesis are given in Table 4.7

Table 4.7 : Correlation Analysis for Benefits of PMIS and Project Performance

BENEFITS PERFORMANCE

Pearson Correlation 1 .420**

BENEFITS Sig. (2-tailed) .000

N 137 137

Pearson Correlation .420** 1

PERFORMANCE Sig. (2-tailed) .000

N 137 137

**. Correlation is significant at the 0.01 level (2-tailed).

Source: Primary Data

The findings in Table 4.7 relate to the correlation between benefits of PMIS and project
performance. The correlation coefficient, R = 0.420, shows that the study found that there existed
a moderate positive correlation between benefits of PMIS and project performance within Rural
Electrification Fund. In this regard, it can be deduced that the study found that benefits of PMIS
had a positive effect on project performance at Rural Electrification Fund.

In terms of the significance of the correlational relationship, the findings show, p = 0.000<0.01,
which indicates that the correlation between benefits of PMIS and project performance was
statistically significant. Considering the findings, it can be summarised that the study found that

53
there existed a strong positive and significant correlational relationship between benefits of PMIS
and project performance. It is evident in the findings that, the more the organisation realises the
benefits from adoption of PMIS, the more the project performance of the organisation improved.
In this regard, the findings show that a unit increase in the benefits of PMIS could result in a 42.0%
improvement in project performance of Rural Electrification Fund. It is with this in mind that the
study rejects the hypothesis, H2, stating that, benefits of PMIS do not have a statistically significant
effect on project performance. This finding thus agrees with Rotich (2015) whose findings also
showed that the benefits that accrue from the adoption of PMIS had a significant effect on overall
project performance of the organisation.

4.6 PMIS Applications in use at Rural Electrification Fund

The study also sought to establish the PMIS applications which were in use within the organisation.
In this regard, the study requested the respondents to the questionnaire to indicate which PMIS
applications were in use within their organisation. The findings show that there was mixed and
inconsistent use of PMIS applications within Rural Electrification Fund. In line with the findings
obtained, it can be deduced that there was full utilisation and adoption of Project Identification,
Project Resource Planning, Project Implementation planning/scheduling and Project activity
tracking. In line with this finding, Rural Electrification Fund as a standalone parastatal had fully
adopted and implemented the use of applications.

The findings also show significant adoption and usage of Project Performance Indicator and
monitoring (93.4%) and Project Closure and Appraisals (73.0%). In this regard, it can be deduced
that most of the clusters and business units within Rural Electrification Fund were making use of
Project Performance Indicator and monitoring were they electronically communicated with their
clients and stakeholders. On the other hand, the findings also show that electronic channels were
being utilised significantly in the placement and confirmation of orders between the various
clusters and units with their suppliers or with the central project management unit within the
organisation.

54
4.7 Effect of PMIS Practices on Project Performance

In line with the primary objective of the study, the relationship between PMIS practices and project
performance were inquired into. In this regard, the study sought to determine if and to what extent
the PMIS practices when taken as a unit affected the organisation’s project performance. In
response to the study thus sought to test the hypothesis given below:

H3: PMIS practices do not have a statistically significant impact on project performance

The study thus conducted multiple linear regression analysis whose findings are given in Tables
4.8 – 4.10.

Table 4.8 : Model Summary for PMIS Practices and Project Performance

Model R R Square Adjusted R Square Std. Error of the Estimate

1 .951a .905 .900 .27071

a. Predictors: (Constant), Project Identification, Project Feasibility Study, Project Resource

Planning, Project Implementation planning / scheduling, Project Performance Indicator and
monitoring, Project activity tracking, Project Closure and Appraisals

Source: Primary Data

The findings in Table 4.8 show, R2 = 0.905, for the regression between PMIS practices and project
performance. From the R2 coefficient, it can be deduced that when PMIS practices are taken as a
unit, they could jointly account for a 90.5% variation in the project performance of the
organisation. In this regard, the findings show that the regression model adopted in this study has
a very strong explanatory power and as such, it can predict 90.5% of the changes that are reported
around project performance in this regard.

To determine the significance of the regression model, the ANOVA was conducted and the
findings in this regard are given in Table 4.9.

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Table 4.9: ANOVA for PMIS Practices and Project Performance

Model Sum of Squares df Mean Square F Sig.

1 Regression 90.256 7 12.894 175.943 .000a

Residual 9.454 129 .073

Total 99.709 136

a. Predictors: (Constant), Project Identification, Project Feasibility Study, Project Resource

Planning, Project Implementation planning / scheduling, Project Performance Indicator and
monitoring, Project activity tracking, Project Closure and Appraisals

b. Dependent Variable: Project Performance

Source: Primary Data

Table 4.9 with the findings from the ANOVA, show F = 175.943, P = 0.000. The findings show
that the ANOVA was statistically significant which again shows that the regression model adopted
by this study for the relationship between PMIS practices and project performance was statistically
significant. In this regard, it can be deduced that the regression model in this regard, could make
statistically significant predictions regarding the changes in project performance due to PMIS
practices within the organisation.

The findings as they relate to the correlation coefficients are given in Table 4.10.

56
Table 4.10: Regression Coefficients For PMIS and Project performance

Unstandardized Coefficients Standardized Coefficients

Model β Std. Error Beta t Sig.

1 (Constant) 1.432 .091 15.728 .000

Project .452 .058 .839 7.750 .000

Identification

project .306 .044 .436 6.983 .000

feasibility study

project resource .174 .037 .307 4.637 .000

planning

project .479 .141 .865 3.395 .001

implementation
planning /
scheduling

project .809 .146 1.360 5.524 .000

performance
indicator and
monitoring

a. Dependent Variable: Performance

Source: Primary Data

The findings given in Table 4.10 show that the regression coefficient for project identification was
β = 0.452, p = 0.000<0.05. This finding shows that when taken as a stand-alone PMIS practice,
project identification has a moderate positive correlation with project performance. In this regard,
the finding shows that project identification has a positive and significant effect on project
performance. In this regard, a unit increase in project identification could result in an improvement
in project performance by a factor of 0.452.

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The findings also show that the regression coefficient for project feasibility study was, β= 0.306,
p =0.000<0.05. From this finding, it can be deduced that when project feasibility study is taken as
standalone PMIS practice, it had a moderate positive and statistically significant effect on project
performance. To this end, a unitary increase in application of project feasibility study in the
organisation could result in an improvement in project performance by a factor of 0.306.

Table 4.10 also shows that β = 0.174 was the regression coefficient for the relationship between
project resource planning and project performance. The findings also show that the linear
relationship between project resource planning and project performance was statistically
significant (p = 0.000<0.05). In summary, the findings show that project resource planning had a
positive and statistically significant effect on project performance.

In terms of the relationship between project implementation planning / scheduling and project
performance, the findings in Table 4.10 show that the regression coefficient for project
implementation planning / scheduling was, β = 0.479, p = 0.001<0.05. In line with this finding, it
can be deduced that there existed a moderate positive and statistically significant linear relationship
between project implementation planning / scheduling and project performance of the
organisation. In this regard, a unit increase in the utilisation of project implementation planning /
scheduling could result in an improvement in project performance by a factor of 0.479.

Similarly, the findings show that there existed a strong positive and statistically significant
relationship between project performance indicator and monitoring and project performance
(β = 0.809, p = 0.000). It can be deduced from these findings that, project performance indicator
and monitoring had a positive and statistically significant effect on project performance. Therefore,
a unit increase in project performance indicator and monitoring could positively affect project
performance by a factor of 0.809.

In overall terms, the findings showed that PMIS practices considered in this study had a positive
and statistically significant effect on project performance of Rural Electrification Fund. In this
regard, the findings summarily show that when taken as a unit, project identification, project
feasibility study, project resource planning, project implementation planning / scheduling, and
project performance indicator and monitoring, had a significant effect on the overall project

58
performance returns of the organisation. Considering these findings, the study rejected the
hypothesis, H3, that PMIS practices do not have a statistically significant impact on project
performance. the findings in this regard agree with Rankin et al. (2016) and Alistair (2015) who
also found that PMIS practices have a statistically significant effect on project performance.

4.8 The proposed framework

Following an analysis of the different responses from the questionnaire, the present study proposes
a framework for adoption and implementation of project management information systems. The
framework is designed to facilitate

▪ Project Preparation
▪ Blueprinting
▪ Realisation
▪ Final Preparation
▪ Go Live Support
▪ Post Implementation

This will be a standard template, which will also offer guidelines. The following steps should be
included.

4.8.1 Start planning for implementation on day one

The Project Kick-Off meeting marks the beginning of the project implementation starting with the
Project Preparation phase. The objective of this phase is to provide Initial Planning, Organisation
and Preparation for the project implementation. The major deliverables from this Phase are the
Project Charter, Project Plan, Project Management Plan (PMP), Organisational Change
Management Charter (OCM Charter).

The Project Charter defines the Purpose, Goals, Objectives, Scope, Implementation
Strategy/Methodology, Governance, Schedule, Roles and Responsibilities and Inclusions and
Exclusions of the project. It conveys management’s expectations for the project. The Charter
should describe the high-level information used to plan, execute, and control the project.

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4.8.2 Project Management Plan (PMP) document outlines the following pertinent procedures
and aspects necessary for an efficient and effective management and implementation of the project:

▪ Change Control Procedure

▪ Cost Management Plan
▪ Issues Management Plan
▪ Risk Management Plan
▪ Communication Management Plan
▪ Human Resources Management Plan
▪ Quality Management Plan
▪ Time Management Plan

4.8.3 The Contract, the Charter, and the Blueprint must all specify the Project Scope and
confirm it. The project must be kept within the scope, which is a crucial need. Any progress made
outside of this agreed-upon Scope could harm the project’s ability to be completed successfully.
It can become necessary to alter the project’s scope as it moves along. Strict Integrated Change
Control processes will regulate all changes.

Relevant stakeholders must sign and approve the plan. In the case of REF, these are The Project
Sponsor who is the CEO, Project Director that is the Financial Director and the Project Manager
who is the IT Administrator must sign off the Project Charter.

4.8.4. Blueprinting Phase

This phase’s goal is to generate or update the business blueprint, which is a thorough, technically-
oriented documentation of the findings from requirements and design workshops.

This ensures that the solution functionality meets the specific business requirements and ensures
the streamlining of business processes and operations. The final and signed Blueprints lock the
Scope of the project.

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 i. Realisation Phase

The objective of the Realisation phase is to configure the solution in line with the business
processes and technical requirements captured in the final Business Blueprints and Workflow,
Report, Interface, Conversion, Enhancement, and Forms (WRICEF). The configured solution will
reflect the client organisation and master data as well as fully integrated process flows.

The business process procedures are configured in concert with the development of reports, forms,
end user procedures (EUP), testing scenarios and security profiles. The Technical team will
complete the design, development, and testing of data conversion and interface programs.

Comprehensive User Training need to be conducted to enable the users to thoroughly test the
system and to utilize the system when it goes Live.

ii. Final Preparation Phase

The goal of the final preparation phase is to ensure that the solution, as well as the tools and
processes that enable it, are ready for production go live. This covers data migration as well as
final system tests, end-user training, system management, and cutover activities. The phase’s
deliverables also make it possible for all significant outstanding issues to be resolved. After this
step is successfully completed, the customer will be prepared to go live.

iii. Go-Live and Support Phase

The purpose of this phase is to provide support for the solution during the period immediately
following the launch of the new system. On-site support after Go-Live and to ensure the
implemented solution is running smoothly before closing the project. Transaction backlogs are
also cleared during this phase. There will also be continuous optimisation of the application,
business operations and technical operations to ensure that maximum value is derived from the
implemented solution.

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iv. Run Phase – Post Implementation (Continuous)

Project implementation, namely the Project Preparation to Go Live and Support phases, is when
solution operations are originally set up. The main objective of this stage is to further automate
and optimize the solution’s use. Operability is the capacity to keep IT systems in a usable and
operational state, ensuring system availability and necessary performance levels to support the
execution of the business operations of the firm.

The main objective of this stage is to further automate and optimize the solution’s use. Operability
is the capacity to keep IT systems in a usable and operational state, ensuring system availability
and necessary performance levels to support the execution of the business operations of the firm.

Table 4.11: Time Estimates for Each Key Milestone

Phase Start Date End Date Time in Days

Project
10 Days
Preparation
Blueprint Phase 45 Days
Realisation Phase 35 Days
Final Preparation 25 Days
Go Live Phase 15 Days
Total ` 130 Days

As noted above the Blueprint phase is the most critical stage as it captures all that need to be
achieved by the system.

4.9 Chapter Summary

The chapter focused on the presentation, analysis as well as the discussion of the research findings
emerging from the collection of primary research data. In this regard, the chapter was structured
in such a way that it responded to the research objectives as well as the research hypotheses. The
primary data from the structured questionnaire were processed by SPSS and analysed using

62
descriptive statistics and inferential statistical analysis was used to test research hypotheses. The
research hypotheses were tested using Pearson correlation analysis and multiple linear regression
analysis. The study seeks to outline the summary of findings on the influence of PMIS practices
on the project performance of SEPs with reference to project performance of Rural Electrification
Fund (REF) in the next chapter. A detailed framework was conceived and fully explained.

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 CHAPTER FIVE

SUMMARY, CONCLUSIONS, AND RECOMMENDATIONS

5.1 Summary of Findings

The chapter outlines the net summary findings of the study on influence of PMIS practices on the
project performance of Zimbabwean State enterprises, parastatals, and government departments
with reference to Rural Electrification Fund (REF). In line with the research objectives, the study
undertook a comprehensive review of literature in which the study reviewed various definitions of
key concepts with a view to establish working definitions for the study. The study also reviewed
literature on the e-Technology perspective and the Resource Based theory given the researcher’s
view that these theories were central to the arguments put forward by the study. The study further
reviewed literature on the factors influencing the adoption of PMIS, benefits of PMIS and the
effect of PMIS practices on project performance.

To respond to and actualise the research objectives as restated above, the study adopted the
positivism research philosophy in line with which the quantitative research paradigm was adopted,
and the descriptive case study research design adopted as well. The study used stratified random
sampling technique to select 180 respondents from the REF. The study collected primary research
data from the respondents who were managers and non-managerial employees using structured
Likert scale questionnaire. The primary data were processed by the Statistical Package for Social
Sciences (SPSS) and analysed using descriptive statistics and inferential statistical analysis. The
descriptive statistics used were the mean, standard aviation, and the standard error of mean.
Inferentially, data were analysed by way of Pearson correlation analysis as well as the multiple
linear regression analysis.

The study summary findings, established the following in the context of PMIS adoption in SOEs:

• The factors influencing the adoption of PMIS in Zimbabwean SOEs were legal and
regulatory framework, financial capital, technical expertise, management support,
employee cooperation and level of cyber security risk.

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 • The study also found that the benefits of adopting PMIS were cost containment, increased
accountability, transparency in project management processes, reduced tender fraud and
irregularities, enhanced operational efficiency, employee satisfaction and enhanced ease
of centralisation and decentralisation.
• It was also found that within REF, there was widespread adoption of project processes like
project resource planning, project identification, e-tendering, project feasibility study, and
project implementation planning / scheduling. Performance indicators and monitoring tools
are also highly used. The study found that the challenges faced in implementing PMIS had
a significant effect on operational efficiency within the organisation (R = 0.670, p = 0.000).
• The study also found the benefits of PMIS to the organisation collectively had a positive
and significant (R = 0.420, p = 0.000) effect on project performance of Rural Electrification
Fund.
• The study found that PMIS practices had a positive and statistically significant effect on
project performance of Rural Electrification Fund.

5.2 Conclusions

Under this section, the researcher outlined the research conclusions emerging from the analysis of
research findings as guided by the research objectives.

5.2.1 Factors Affecting the Adoption of PMIS

• The study concludes that the adoption of PMIS within Zimbabwean SOEs and parastatals was
affected by financial, technical, infrastructural, political, and attitudinal factors.
• It is also concluded that when all the challenges confronting the adoption of PMIS in
Zimbabwean SOEs and parastatals are taken as a collective, they had a significant direct
positive effect on project performance.
5.2.2 Benefits of PMIS

• The study also concludes that there are multiple benefits which accrue to the Zimbabwean
SOEs and parastatals in their adoption of PMIS ranging from cost containment, enhanced
transparency and accountability, lead time, fraud reduction and operational efficiency.

65
• The study also concludes that when all the benefits which are associated with the adoption of
PMIS taken as a unit, they had a significant positive effect on project performance of the
Zimbabwean SOEs and enterprises.
5.2.3 PMIS Applications

• The study concludes that there were several PMIS applications in use within REF namely,
project performance indicator and monitoring, project resource planning, project
identification, e-tendering, project feasibility study, and project implementation planning /
scheduling.
5.2.4 Effect of PMIS Practices on Project performance

With regards to the relationship between PMIS practices and project performance, the study
concludes that PMIS practices have a significant positive effect on the project performance.

5.3 Implications

5.3.1 Theoretical Implications

The study had anticipated that its undertaking would address the theoretical and empirical gaps
which had been identified insofar as research on PMIS practices in Zimbabwean SOEs was
concerned. In this regard, the findings from the study were able to position themselves within the
gap which existed before the undertaking of this study and therefore, it can be deduced that the
study was able to bridge the theoretical and empirical research gaps which were in existence.

Further, the study was not undertaken in isolation, rather, it was undertaken as an addition to
multiple global studies and therefore, it can be deduced that the study was able to make meaningful
contributions to existing literature and body of knowledge. The study was able to provide evidence
from the Zimbabwean SOEs and therefore, it was able to enhance and enrich the body of
knowledge on the effect of PMIS practices on project performance with evidence drawn from
REF.

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5.3.2 Practical Implications

The study found that even though there is widespread use of PMIS applications for various project
management functions, there was no full implementation of PMIS which is critical to realise full
benefit of PMIS systems and processes. In this regard, the finding that project implementation
planning / scheduling and project performance indicator and monitoring were partially adopted,
presents practical opportunities in the whole context of PMIS within Zimbabwean SOEs. It is with
this in mind that the identified gap in adoption of PMIS practices has implications of future
practices within the SOEs. Management can thus be motivated for the full implementation and of
project implementation planning / scheduling, project performance indicator and monitoring.

The study also found that in overall terms, PMIS practices have a significant positive effect on the
project performance of Zimbabwean SOEs. Considering this finding, it can be deduced that the
study was able to shine light on the value of PMIS practices in general and holistic terms on the
attainment of operational efficiency within the organisation. This finding has implications on the
decisions which management can make in terms of future investment as well as the training of
employees to build more capacity to enhance and improve PMIS within the SOEs.

The study also exposed the various factors, internal and external to the organisation, impacting on
the adoption of PMIS practices. In this regard, it can be deduced that the study was able to provide
practical and credible information which can be actioned and included by management within
SOEs in their quest to strengthen project management through PMIS practices. Having insight into
the challenges facing PMIS practice adoption enhances the ability of authorities to craft tailored
interventions to counter these challenges whilst on the other hand, enhancing the probability of
success in the implementation drive.

5.4 Future Research Implications and Recommendations

The study revealed that there was a need for following a structured framework on implementation
and usage of a PMIS. Such a framework should be able to;

▪ Establishing Management Support

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It is essential to secure senior-level support from the beginning of planning through
implementation and continuing support. A top executive acting as the process’s advocate will
assist cut through red tape, win support where it’s needed, and create a clear route for effective
implementation.

▪ Address politics

A new system, like the PMIS, ought to improve collaboration between enterprises. Even though a
new system is supposed to make life easier for everyone, the study has revealed that certain
individuals—even entire departments—lose their jobs or their power. Therefore, these meetings
must take place within the initial planning stage to provide managers enough time to coordinate
their departments and voice their concerns. A new PMIS deployment necessitates change, so
planning for how to handle the process change is necessary.

▪ Incorporate effective communication.

A persistent need for good communication exists. During a PMIS installation, communication is
always important. Other organisational processes, systems, and departments will almost probably
be impacted by the implementation of PMIS. As previously mentioned, these procedures
frequently have an impact on how PMIS is implemented. By keeping users and the entire business
informed and in sync throughout the entire PMIS selection and deployment process.

▪ Plan for obsolescence

Managers must discover ways to make their lives with the new PMIS easier by eliminating
duplicate work, re-engineering obsolete processes and systems, and automating where possible in
order to get more commitment from their employees. This is key for an organisation like REF that
have unique operating systems. These process demand customisation for them to be
implementable successful.

▪ Find the right team

The REF experience showed that implementing a PMIS is complicated, hence the need to
engage an external consulting company to support the effort. When selecting an external

68
 consulting company to provide implementation services, there is need to make sure that they
specialize in the technology being used by the organisation. There is need to evaluate
consulting companies by engaging clients that have completed an implementation with the
vendor and give the vendor a test so as to assess their approach as well as their general
knowledge of the product. There is need of comparing vendor processes.

▪ Pilot first

There is need of conducting a pilot project first and when this is successful rolling out to an entire
organisation is done. In the case of REF there was need to implement one module and if successful
other modules would be taken on board. By successfully launching a single project, you can win
over the project team, who will subsequently support spreading it throughout the rest of the firm.
Additionally, you can discover during the pilot that the team you selected to implement the product
or the software itself is not up to par. Before making a significant time and financial investment,
piloting provides the organisation a chance to make necessary course corrections.

▪ Multiple Studies

The study was confined to examining the effect of PMIS practices on Zimbabwean SOEs and
parastatals. Further, the study collected research evidence and based its analysis on a single SEP,
which is Rural Electrification Fund; thus, the scope limitations of the study could have
compromised the generalisability of the findings to the greater population of SEPs. Other studies
examining the effect of PMIS practices on Zimbabwean SEPs are recommended. In those studies,
the scope should be broader, that is, collecting research evidence from multiple SEPs so that there
is comparability of research findings. Such studies will also provide a full picture regarding the
effect of PMIS practices on SEPs.

69
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 Appendices

Appendix 1: Questionnaire for REF employees

Dear Respondent,

I am L.T. MKUCHA, a Master of Science Degree in Engineering Project Management student

with Chinhoyi University of Technology. I am undertaking a study titled, FRAMEWORK
DEVELOPMENT FOR ENHANCING PROJECT PERFORMANCE THROUGH PROJECT
MANAGEMENT INFORMATION SYSTEMS IN A MULTI PROJECT ENVIRONMENT: A
CASE OF RURAL ELECTRIFICATION FUND

The information that you possess is key to this study and as such, I request that you participate
through the completion of this questionnaire. The information that you provide will be used for
the purpose of completing this research only and it will be held in confidence. Should you be
willing to participate, instructions on how to complete the questionnaire are given below and be
guided accordingly with the questions to complete the questionnaire.

Section A: Biographical Details

Please place an (X) in the box corresponding to the correct answer

1. Gender

Male Female

2. Educational Qualifications

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 Certificate Diploma Degree Master’s Degree

3. Position

Managerial Non-Managerial

4. Experience

< 1 year 1 – 5 years 5 - 15 years Above 15 years

5. Area of Expertise
Project Administration Finance Project Administration Stores Management
Implementation

Instructions:

1. Please place an (X) in the box corresponding to your choice response to the given statement.

Section B: The status of (Project Management Information System) PMIS adoption and
project performance

How would you rate the adoption levels of PMIS and project performance in your organisation?

(Key: 1 = Very bad; 2= Bad; 3 = Unsure; 4 = Good; 5 = Very good)

1 2 3 4 5
PMIS adoption
Project performance

Section C: Factors influencing the Adoption of PMIS

Given below are common factors influencing the adoption of PMIS within the public sector? To
what extent do you agree with the enlisted statements? (Key: 1 = Strongly Disagree; 2= Disagree;
3 = Unsure; 4 = Agree; 5 = Strongly Agree)

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ID Statement 1 2 3 4 5
C1 Legal and Regulatory framework
C2 Financial capital
C3 Technical capacity
C4 Management support
C5 Employee cooperation
C6 Infrastructure Availability

Section D: Project management applications/components

Listed below are project management applications/components. Kindly identify the systems that
are used within your organisation (multiple responses allowed)

ID Statement
D1 Project Identification
D2 Project Feasibility Study done
D3 Project Resource Planning
D4 Project Implementation planning / scheduling
D5 Project Performance Indicator and monitoring
D6 Project activity tracking
D7 Project Closure and Appraisals

Section E: Benefits of project management information systems

Listed below are some of the benefits that accrue due to the adoption of PMIS. To what extent do
you agree that the benefits listed below? (Key: 1 = Strongly Disagree; 2 = Disagree; 3 = Unsure;
4 = Agree; 5 = Strongly Agree).

ID Benefits 1 2 3 4 5
E1 Cost containment
E2 Enhanced accountability

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 E3 Improved transparency in project management
E4 Improves decision making
E5 Ease of centralisation and decentralisation in project management
E6 Enhanced employee satisfaction
E7 Reduction in levels of tender fraud and corruption
E8 Improved process efficiency in project management

Section F: Effectiveness of project management systems

How do you rate the performance of the listed project management systems within your
organisation? (Key: 1 = Very poor; 2 = Poor; 3 = Average; 4 = Good; 5 = Excellent)

ID Statement 1 2 3 4 5
F1 Project Identification
F2 Project Feasibility Study done
F3 Project Resource Planning
F4 Project Implementation planning / scheduling
F5 Project Performance Indicator and monitoring
F6 Project activity tracking
F7 Project Closure and Appraisals

Section G Usage of information technology

Kindly indicate the extent of use of the following systems/device in REF

(Tick where appropriate).

(Key: 1 = Strongly Disagree; 2 = Disagree; 3 = Unsure; 4 = Agree; 5 = Strongly Agree).

ID Statement 1 2 3 4 5
G1 All employees have Computers (Desktop, laptops, I-pad) to perform
their duties.
G2 All employees have unlimited access to Internet for communication
G3 The organisation have social media accounts
(Facebook/Twitter/other)
G4 The software used in Accounts records all costs accurately and on
time
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 G5 REF is using Applications (ERP) to facilitate the achievement of their
objective.

Section H: Project performance

How do you rate project performance of your organisation in the listed areas? (Key: 1 = Very
poor; 2= Poor; 3 = Average; 4 = Good; 5 = Excellent)

ID Benefits 1 2 3 4 5
H1 Cost reduction
H2 Reduction in procedure lead times
H3 Project Work Quality
H4 stakeholders’ participation and performance e,g suppliers
H5 Reduction in manual processes
H6 Quality and availability of information
H7 Successful meet clients/customers and shareholders needs

Section I: Recommendations for a PMIS framework

Do you think that PMIS take an important role for the success projects in REF?

Yes No If Yes / No, why? Yes No

………………………………………………………………………………………………………
………………………………………………………………………………………………………

What recommendation(s) would you make, towards the development of a framework or model for
enhanced adoption of project management information systems in the State Enterprises Sector in
Zimbabwe?........................................................................................................................................

The End. Thank you for your time, much appreciated.

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Appendix 2: Request to carry out academic study letters

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Appendix 3 Plagiarism Report

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