PROJECT GOVERNANCE

CHALLENGES IN SPECULATIVE
PROPERTY COMPANIES IN LAGOS
BY

HAMEED AFOLABI AFINNIH

MATRIC NO: 149052012

SUBMITTED TO
THE DEPARTMENT OF BUILDING,
FACULTY OF ENVIRONMENTAL SCIENCES
UNIVERSITY OF LAGOS
IN PARTIAL FULFILMENT OF THE REQUIREMENTS FOR THE
AWARD OF
MASTER IN PROJECT MANAGEMENT (MPM)

February, 2017
Outline
Study background

Statement of research problem

Aim & Objectives

Research method

Results (in tables)

Conclusion
Study Background
Property Development & Project Governance;

Critical element: of any economy

Increase and expansion: shift in management style

Paradigm shift: attributed to project governance

Lack of standardized comprehensive structure: diverse models

Dominate model: economic pressure to reduce time to market

Isolation of project operations within the organization
Increase in the number of projects undertaken simultaneously
Study Background
Consequences: complexity of managing interdependencies and
multiple implementation

Challenge: how to reconcile internal management with the

governance structure

This research project is set to explore in relation to current

development and practice, the notions of project governance and how
it can increase the values organizations and the society at large derive
from projects.
Aim & Objectives
Aim:

The aim of the study is to understand project governance challenges

in speculative property companies in Lagos State with the view to
propose improvement on property development practices, thereby
enhancing project delivery in Lagos State.
Aim & Objectives
Objectives:

To investigate the impact of communication challenges on the

implementation of project governance

To examine the impact of operational framework challenges on the

implementation of project governance

To evaluate the impact of human resources challenges on the

implementation of project governance
Statement of Research Problem

Inadequate knowledge of the nature, scope and dimension of the

countrys project development problems.

Lack of a proper framework for organizational processes,

decision-making models and project management tools, which
support the successful delivery of projects, programs and
portfolios.
Research Method
The systematic approach employed for data collection and carrying
out investigations;

Research design

Population of study

Sampling technique

Research instrument

Data analysis
Research Method
Research design:
Quantitative survey
Cross sectional survey

Population of study:

Population: Subject under consideration

Sampling frame: Number of subjects

Sampling size: Fraction of the subjects (100)

Research Method
Sampling technique:
Non-probability sampling
Purposive sampling technique (selective sampling)

Research instrument:

Measurement device: self structured questionnaire

Validity test: construct, content, criterion and face

Reliability: Cronbachs alpha coefficient - SPSS

Research Method
Data analysis:

Descriptive statistics: frequency table, simple percentage and

mean score.

Inferential statistics: Pearson chi-square

Hypothesis acceptance/Rejection Criterion:
If F cal> F tab we reject the null hypothesis (H0) and accept the
alternative (H1) hypothesis
If F cal< F tab we reject the alternative (H1) and accept the null
hypothesis (H0).
Results
Table 4.4: The Impact of Communication Challenges on the Implementation of a Project
Governance Model

Mea Ra
N
n nk

Ensuring there is a single point of accountability and avoidance of unambiguous allocation of

81 3.54 1st
authority

Clearly defining roles and responsibilities of project operatives 81 3.54 1st

Providing the direct link between the executive and project operatives 81 3.4 3rd

Ensuring adequate resourcing 81 3.32 4th

Effective support and management of project 81 2.49 5th

Ensuring there is separation of project governance and organizational governance structures 81 2.49 5th

Providing oversight and strategic reporting capabilities 81 2.33 7th

Selecting the right projects and programmes to support organization's strategy 81 1.54 8th
Results
Table 4.6: The Impact of Operational framework Challenges on the Implementation of a
Project Governance Model
R
Me
N an
an
k
Selecting the right projects and programmes to support organization's strategy 81 3.59 1st

Effective support and management of project 81 3.49 2nd

Ensuring adequate resourcing 81 2.58 3rd

Clearly defining roles and responsibilities of project operatives 81 2.56 4th

Ensuring there is separation of project governance and organizational governance structures 81 2.16 5th

Ensuring there is a single point of accountability and avoidance of unambiguous allocation of

81 1.99 6th
authority

Providing the direct link between the executive and project operatives 81 1.96 7th

Providing oversight and strategic reporting capabilities 81 1.86 8th

Results
Table 4.8: Impact of Human Resources Challenges on the Implementation of a Project
Governance Model

Me Ra
N
an nk

Clearly defining roles and responsibilities of project operatives 81 3.83 1st

Ensuring adequate resourcing 81 3.73 2nd

Effective support and management of project 81 2.68 3rd

Ensuring there is separation of project governance and organizational governance structures 81 2.68
3rd

Providing oversight and strategic reporting capabilities 81 2.56 5th

Providing the direct link between the executive and project operatives 81 2.54 6th

Ensuring there is a single point of accountability and avoidance of unambiguous allocation of

81 2.3 7th
authority

Selecting the right projects and programmes to support organization's strategy 81 1.99 8th
Results
Table 4.9: Summary of Chi-Square test results of the significant impact of communication
challenges on the implementation of project governance

X2cal X2tab P-
Df Sig Decision
value

Ensuring there is a single point of accountability and Accept H1

82.506 3 7.815 S* .000
avoidance of unambiguous allocation of authority

Selecting the right projects and programmes to support Accept H1

32.074 2 5.991 S* .000
organizations strategy
Providing the direct link between the executive and project Accept H1
24.519 2 5.991 S* .000
operatives
Providing oversight and strategic reporting capabilities 52.679 3 7.815 S* .000 Accept H1

Effective support and management of project 34.704 3 7.815 S* .000 Accept H1

Ensuring there is separation of project governance and Accept H1

34.704 3 7.815 S* .000
organizational governance structures

Ensuring adequate resourcing 12.741 2 5.991 S* .000 Accept H1

Clearly defining roles and responsibilities of project Accept H1
82.506 3 7.815 S* .000
operatives
Results
Table 4.10: Summary of Chi-Square test results of the significant the impact of operational
framework challenges on the implementation of effective project governance

X2cal X2tab P-
Df Sig Decision
value

Ensuring there is a single point of accountability and Accept H1

12.519 2 7.815 S* .000
avoidance of unambiguous allocation of authority

Selecting the right projects and programmes to support Accept H1

5.778 1 3.581 S* .000
organizations strategy

Providing the direct link between the executive and project Accept H1
16.222 2 5.991 S* .000
operatives

2 Accept H1
Providing oversight and strategic reporting capabilities 14.741 5.991 S* .000

Effective support and management of project 4.012 1 3.581 S* .000 Accept H1

Ensuring there is separation of project governance and 3 Accept H1

19.395 7.815 S* .000
organizational governance structures

Ensuring adequate resourcing 24.963 2 5.991 S* .000 Accept H1

Clearly defining roles and responsibilities of project Accept H1
26.000 2 5.991 S* .000
operatives
Results
Table 4.11: Summary of Chi-Square test results of the significant the impact of human
resources challenges on the implementation of an effective project governance

X2cal X2tab P-
Df Sig Decision
value

Ensuring there is a single point of accountability and Accept H1

18.012 3 7.815 S* .000
avoidance of unambiguous allocation of authority

Selecting the right projects and programmes to support Accept H1

29.407 2 5.991 S* .000
organizations strategy
Providing the direct link between the executive and project Accept H1
37.765 3 7.815 S* .000
operatives
Providing oversight and strategic reporting capabilities 26.407 3 7.815 S* .000 Accept H1

Effective support and management of project 34.210 3 7.815 S* .000 Accept H1

Ensuring there is separation of project governance and Accept H1

34.210 3 7.815 S* .000
organizational governance structures

Ensuring adequate resourcing 16.901 1 3.851 S* .000 Accept H1

Clearly defining roles and responsibilities of project Accept H1
34.679 1 3.851 S* .000
operatives
Conclusion
There are challenges associated with project governance within the
speculative property development sector that needs to be identified, some
of which include communication challenges, operational framework
challenges, and human resources challenges.

Identified communication challenges;

lack of sufficient information,
conflicting instructions

Identified operational framework challenges;

absence of culture of continuous improvement,
lack of modern project management skills
Conclusion
Identified human resources challenges;
lack of technically qualified operatives
Lip service to motivating project team members

The aforementioned challenges give a view to providing guidance to

speculative property companies in the development of an effective project
governance system required to optimize the management of projects.
THANK YOU