Effects of Project Management Practices on the Performance of Ethiopian National Stadium

Abstract

The performance of megaprojects is critically influenced by the effectiveness of project management practices, particularly in developing-country contexts where institutional, financial, and coordination challenges are prevalent. In Ethiopia, major stadium construction projects have consistently experienced cost overruns, schedule delays, and implementation inefficiencies. This study examined the effects of project management practices, problem-solving analysis, working position, and work experience on the performance of the Ethiopian National Stadium Project.

A mixed-methods research design was employed. Quantitative data were collected from 123 project staff selected through stratified random sampling, while qualitative data were obtained from in-depth interviews with 12 senior managers, consultants, and government officials. Quantitative analysis was conducted using SPSS version 26, applying descriptive statistics, one-way and two-way ANOVA, MANOVA, partial correlation, and multiple regression analyses. Qualitative data were thematically analyzed and triangulated to validate quantitative results.

The findings revealed statistically significant interaction effects between working position and work experience on both problem-solving analysis application and overall project performance (p < .01). Multiple regression analysis demonstrated that project management practices collectively explained 81.3% of the variance in project performance (R² = .813, p < .001). Among the examined practices, project risk management (β = .539, p < .001) and stakeholder management (β = .551, p < .001) emerged as the strongest predictors of project success, while project human resource management and procurement management showed no significant direct effects. Qualitative findings further identified critical implementation challenges, including illegal settlement issues, foreign currency constraints, contractor capacity limitations, escalating material costs, and weak inter-institutional coordination.

The study concludes that effective risk management and proactive stakeholder engagement are decisive factors for improving megaproject performance in Ethiopia. Strengthening communication frameworks, enhancing management information systems, and ensuring coordinated government support are essential to overcoming implementation bottlenecks and achieving timely, cost-effective project delivery. The findings provide valuable insights for policymakers, project owners, and practitioners involved in large-scale public infrastructure projects in similar developing-country contexts.