Project Management Practices And Critic

International Journal of Business and Management; Vol. 8, No. 21; 2013
ISSN 1833-3850
E-ISSN 1833-8119
Published by Canadian Center of Science and Education

Project Management Practices and Critical Success Factors–A
Developing Country Perspective
Daniel F. Ofori1
1

University of Ghana Business School, University of Ghana, Ghana

Correspondence: Daniel F. Ofori, Department of Organisation and Human Resource Management, University of
Ghana Business School, P.O. Box LG 78, Legon, Ghana. E-mail: [e-mail]
Received: June 4, 2013 doi:10.5539/ijbm.v8n21p14 Accepted: Setember 6, 2013

Online Published: October 15, 2013

URL: http://dx.doi.org/10.5539/ijbm.v8n21p14

Abstract
The study sought to identify and assess the quality of project management practices as well as the critical success factors for projects in Ghana. The study adopted an exploratory approach and utilized a survey method to collect data on project management practices of Ghanaian organizations. Purposive sampling was used in selecting the sample which comprised 200 managers from different economic sectors. Results from the study indicated that the critical factors that contribute to the success of a project include top management support, effective communication, clarity of project purpose and goals, and stakeholder involvement. Documentation and dissemination of critical success factors and best practices in project management will improve the quality of project management in Ghana.
The absence of a structured system of documentation of project management practices among Ghanaian project managers has resulted in a dearth of empirical data. The inability of the researchers to sample organisations across Ghana is considered as one of the study’s limitations, an example of a geographical constraint. This research focused on the key factors and best practices that lead to the success of projects in Ghana.
Keywords: project management, critical success factors, quality, Ghana
1. Introduction
Project

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