Amponsah, Richard1 | Adaku, Ebenezer2 | Amponsah, Atta-Kumah3 | Prince Addai4
1,4Faculty of Business and IT, Ghana Communication Technology University (GCTU)
2,3School of Business, Ghana Institute of Management and Public Administration (GIMPA)
Email: rakadoo699@yahoo.com
Abstract
Agriculture sector remains one of the most potentially dominant sectors to reduce poverty, raise incomes and improve food security for developing and poor nations (AfDB, 2006). Africa possesses over one-quarter of the world’s total arable land. However, several project initiatives by government and private sectors in this sector have not been that much successful (Dewbre, J., et.al., 2011). Project failure rates and its associated resultant costs in Ghana have been a major concern from time immemorial and have incalculable costs on the economy of Ghana (AfDB, 2006). According (Ika, L.A., et.al., 2012), 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. This study examined the critical success factors that impact on project management and project successes or failures in the agriculture sector of the Ghanaian economy.
This research is a perceptional study which employed a quantitative approach. It examined the research critical success factors (CSFs) which by design were grouped into four categories namely; management of project factors; resource availability factors; execution methodology factors; and out of project management control factors. (based on Pinto and Slevin, 1987: Baker et al., 1988; Shenhar et. al., 2001; Cooke-Davies, T. 2002; Matta & Ashkenas, 2003; Judgev & Muller, 2005; Ika, 2009; Amponsah & Darmoe, 2014; Project Implementation Profile CSFs). Data was collected from individuals (public, private, NGOs etc.) engaged with Agriculture projects in Ghana. This study employed a structural equation model generated through AMOS to test the relationships between the critical success factors and project management success (PMS) and project success (PS). One hundred and fifty-five (155) questionnaires were distributed, and we received 120 properly completed representing a response rate of 77%.
The study was researched in the agriculture sector (AS) of the Ghanaian economy. Out of the four grouped factors, the management of project factor which had indicator variables (as lack of effective planning, ineffective monitoring and evaluation, poor analysis of project risk, poor estimated cost of activities and budget) significantly impacted on both project management success and project success.
This finding leads to the point that, much emphasis should be placed on project planning of Agriculture sector projects. Particularly, the selection of the right project manager and his team for government projects is key to effective planning and management of the projects. Risk planning and management must be thoroughly undertaken for the projects and appropriate response measures planned before the projects are embarked upon. Monitoring and evaluation must be well planned and routinely undertaken for each project implementation to ensure that projects are been carried out in accordance to the design and plan.
Agriculture sector project failures had often been attributable to several factors including non-availability of resources in the past. This study has given us a new understanding/paradigm that management of projects including planning of the projects is the factor that really impact on project management success and project success or failures in this sector.
Keywords: Agriculture sector, Critical Success Factors, Project Management Success factor, Project Success factor
