Abstract

The use of project management tools and techniques (PMTT) is critical in developed nations but remains underutilized in Nigeria’s private sector, particularly in construction. This lack of adoption leads to project failures, budget overruns, poor quality, and delays.

The research aims to identify why Nigerian construction companies are not fully adopting PMTT and explore factors influencing this. A framework based on Resource-Based View (RBV) theory was developed, and semi-structured interviews with 18 project managers in Nigeria provided insights into current practices and challenges. Findings highlight the difficulties in adopting sophisticated PMTT.

Introduction

Project management tools and techniques are essential for construction projects due to their unique nature and role in execution, regardless of size or location (Ihesiene, 2014). Concerns have been raised about abandoned and delayed projects in Nigeria, particularly in the construction sector, even after significant investments (Teslim, 2014; Olateju et al., 2011). Many of these projects are funded by organizations like the World Bank. Key issues include insufficient knowledge of PMTT, poor project management, and high material costs (Okoye et al., 2015). The construction industry also struggles with low innovation adoption and a lack of skilled personnel, leading to material wastage and project failures (Braimah, 2013). Despite its importance to the economy, the industry has received limited research attention, making this study timely and relevant. This research is based on the diffusion of innovation theory.

Theoretical Foundation

Sectors like production, manufacturing, and construction must embrace change to remain competitive. However, barriers such as limited resources, lack of organizational support, and resistance to change often hinder effective implementation. This study uses the Diffusion of Innovation Theory (DOIT) as its foundation. Rogers (2003) defines diffusion as the process through which innovations spread over time among members of a system. Social change occurs when new ideas are introduced, adopted, or rejected, leading to specific outcomes (Bollig, 2006). Innovation begins with identifying a need within an organization (Rogers, 2003).

Despite extensive knowledge of innovation diffusion, research on its application in the construction industry is scarce. Gao (2013) outlines five stages of the adoption process: knowledge, communication, persuasion, decision, and implementation. Innovation introduces newness but often involves uncertainty.

Overview of Project Management

Various researchers have defined projects differently, as they have multidisciplinary meanings depending on one’s field of expertise (Olateju et al., 2011). A project is generally described as a temporary endeavor undertaken to create a unique product or service within set time, budget, and standards (PMI, 2000; Pinto, 2007). Projects have distinct features, such as their uniqueness and specific objectives (Tetteh, 2014). Their temporary nature means they have a defined start and end, requiring a dedicated team to execute them (Olateju et al., 2011). Project management is the art and science of planning, designing, and managing activities throughout the project life cycle (Kerzner, 2009; Newton, 2015), ensuring that objectives are met within set time, budget, and quality constraints (Lewis, 2007).

Project management is a strategic practice that enables managers to achieve goals using available resources efficiently. Projects are divided into manageable phases to enhance visibility and simplify monitoring. Each phase requires specific PMTT to assist in carrying out tasks.

Project Life Cycle and PMTT

According to Pinto (2007), a project goes through four developmental phases: Conception, Planning, Execution, and Termination. The project life cycle establishes the logical sequence of these phases, forming the foundation for effective project planning and management.