A Study of the Critical Success Factors Influencing Projects in the Ghana Public Sector

Abstract

Public sector projects are not always implemented successfully in Africa. Both the Government of Ghana (GoG) and donor partners funded projects have reported poor performance and are a disappointment to project stakeholders and beneficiaries. According toIka et al (2010), project failure rate at the World Bank was over 50% in Africa in 2000 and 39% of World Bank projects were also unsuccessful in 2010. It is imperative therefore, to investigate the critical success factors that impact project success in the Ghana Public Service and channel more energy towards these factors in order to reverse this high project failure rate.

This study explored the relationship between critical success factors (based on Pinto and Slevin, 1987: Project Implementation Profile CSFs) for Ghana Public Sector projects and project success. A mixed methodology approach was adopted for the study covering the various departments in Ghana Public Sector. This approach involved the use of both quantitative and qualitative methods of study.Secondary data source was obtained from records of past projects that have been undertaken by Ghana Public Sector. Present and past projects were analyzed to gain a perspective on the project background, strategic objectives and operations. Project evaluation framework was also assessed to compare indicators and targets against achieved value and effectiveness.

Primary data was gathered from structured questionnaires that were administered to selected respondents and was meant to assess the level of awareness of the use of and importance of critical success factors on project performance and its impact on beneficiaries. Extensive interviews were used as a means for collecting primary data from which major findings emerged. Majority of the respondents were males and fell between the ages of 25 and 34 years. The research findings indicated that there is a quite strong positive relationship between project mission, top management support, project schedule and project success. There is also a strong positive linear relationship between client consultation and project success while competent personnel showed a quite weak positive linear relationship with project success. Findings also indicated that there is a strong positive linear association between technical task, client acceptance, communication and trouble shooting and project success. It also showed that there is a fair positive linear association between monitoring and feedback and project success. Clearly, there is a positive linear relationship between the critical project success factors (based on Pinto and Slevin, 1987: Project Implementation Profile CSF's)and project success in Ghana Public Sector.

The study also made some recommendations including the need for Government to organize periodic workshops, seminars and conferences to train and equip Project Managers with the right knowledge, skill sets and competence and the need to provide Project Managers in the Ghana Public Sector with sufficient resources to ensure that public projects achieve better success rates. Finally, it provided insight into policy implications for the Government of Ghana based on the findings and conclusion