ST.

MARY’S UNIVERSITY
SCHOOL OF GRADUATE STUDIES

Challenges in Applying Integrated Project Management System

on Urban Infrastructure Projects: The Case of Addis Ababa Road
Projects, Major Utilities Projects and Infrastructure Regulatory
Authority.
Master Thesis Proposal Submitted to the Department of Project
Management for the Partial Fulfillment of the Requirements for the Award
of Master of Arts (MA) Degree in Project Management
By: TIBEBE SEIFE
ID No. SGS/0612/2010A

Advisor: Maru Shete (PhD and Associate Professor)

May 2019
Addis Ababa, Ethiopia

i
 CHALLENGES IN APPLYING INTEGRATED PROJECT
MANAGEMENT SYSTEM ON URBAN INFRASTRUCTURE
PROJECTS: THE CASE OF ADDIS ABABA ROAD AND MAJOR
UTILITIES PROJECT

BY
TIBEBE SEIFE

A THESIS SUBMITTED TO ST.MARY UNIVERSITY COLLEGE, SCHOLL

OF GRADUATE STUDENTS IN PARTIAL FULFILLMENT OF THE
REQUIREMENTS FOR THE DEGREE OF MASTER OF PROJECT
MANGEMENT

ii
 ST. MARY’S UNIVERSITY
SCHOOL OF GRADUATE STUDIES
FACULTIES OF BUSINESS

CHALLENGE IN APPLYING INTEGRATED PROJECT MANAGEMENT

SYSTEM ON URBAN INFRASTRUCTURE PROJECTS: THE CASE OF
ADDIS ABABA ROAD AND MAJOR UTILITIES PROJECT

BY
TIBEBE SEIFE

APPROVED BY BOARD OF EXAMINERS

______________________ ______________________

Dean, Graduate Studies Signature

______________________ _______________________
Advisor Signature

______________________ _______________________

External Examiner Signature

_______________________ _______________________

Internal Examiner Signature

iii
 Acknowledgements
I would like to express my gratitude to the following people for their contributions towards my
research:
▪ First of all I’d like to thank my God.
▪ My study Advisor, Associate Professor Maru Shete, his advice and generous guidance and
critical comments since the time I started with the research lead me to the right track of the
study, and made this research possible.
▪ Addis Ababa Integrated Infrastructure Construction Permit and Control Authority
management team and specially Engineer Dawit Deriba (D/Director) for his warm,
extensive , professional and genuine feedback which widen my insight on the research
agenda.
▪ Addis Ababa City Road Authority management team member and specially Engineer
Mohamed Seid (Directorate Director) and Engineer Yosef Haile (Directorate Director) for
their technical comments and advice.
▪ Utility Service Providers’ management member for their supportive action and feedback.
▪ I would like to dedicate this dissertation to my wife Hanna and my children, Beamelak,
Nathan and Musa for their understanding when I could not spend quality of time with them.

iv
 Table of Contents
Acknowledgements........................................................................................................................................... iv

Table of Contents ............................................................................................................................................... v

List of Figures ............................................................................................................................................... viii

List of Tables ................................................................................................................................................. viii

List of Abbreviations and Acronyms ................................................................................................................. ix

ABSTRACT........................................................................................................................................................... x

CHAPTER ONE .................................................................................................................................................. 11

1. INTRODUCTION ........................................................................................................................................ 11

1.1 Background of the Study .................................................................................................................. 11

1.2 Statement of the Problem ............................................................................................................... 12

1.3 Research Questions ......................................................................................................................... 13

1.4 Research Objective .......................................................................................................................... 14

1.4.1 General objective ..................................................................................................................... 14

1.4.2 Specific Objectives ................................................................................................................... 14

1.5 Scope and Limitations of the Study ................................................................................................. 14

1.6 Significance of the Study .................................................................................................................. 14

1.7 Organization of the Thesis ............................................................................................................... 15

CHAPTER TWO ................................................................................................................................................. 16

2 REVIEW OF RELATED LITERATURE ........................................................................................................... 16

2.1 Theoretical Review........................................................................................................................... 16

2.1.1 The Concept of Integrated Management System .................................................................... 16

2.1.2 Mechanism of integration........................................................................................................ 19

2.1.3 Project Alignment and Integration .......................................................................................... 20

2.1.4 Infrastructure Project Management System ........................................................................... 21

2.1.5 Performance Management ...................................................................................................... 22

2.1.6 Project Coordination ................................................................................................................ 23

2.1.7 Participatory approach: ........................................................................................................... 23

2.1.8 Public-Private-Partnership PPP Approach ............................................................................... 24

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 2.1.9 Independent Regulatory Agency (IRA) Approach .................................................................... 24

2.1.10 Integrated management Information (IMI) Approach ............................................................ 25

2.2 Empirical Literature Review ............................................................................................................. 26

2.2.1 The Absence of System that Assures Accountability ............................................................... 26

2.2.2 Decision Making Support ......................................................................................................... 26

2.2.3 Top Management Commitment .............................................................................................. 27

2.2.4 The complex relationship ......................................................................................................... 27

2.2.5 Infrastructure Planning Challenge ........................................................................................... 27

2.2.6 Sectoral -Coordination in urban infrastructure development and service provision .............. 28

2.2.7 Current Infrastructure Integration System .............................................................................. 28

CHAPTER THREE ............................................................................................................................................... 30

3 RESEARCH METHODOLOGY ..................................................................................................................... 30

3.1 Research Design and Approach ....................................................................................................... 30

3.2 Target population and Sampling Techniques .................................................................................. 30

3.3 Data Collection Method ................................................................................................................... 31

3.3.1 Semi Structured Interview ....................................................................................................... 31

3.3.2 Questionnaire .......................................................................................................................... 31

3.4 Data Analysis and Presentation ....................................................................................................... 32

CHAPTER FOUR ................................................................................................................................................ 33

4 RESULTS AND DISCUSSION....................................................................................................................... 33

4.1 Introduction ..................................................................................................................................... 33

4.2 Respondents Profile ......................................................................................................................... 34

4.3 The current Practice of Inter Sectoral level integrated infrastructure projects management system
in Addis Ababa ............................................................................................................................................. 35

4.3.1 Organization Structure Assessment ......................................................................................... 35

4.3.2 Strategic Planning and Budget Support for Integrated Infrastructure management System in
Addis Ababa ............................................................................................................................................. 37

4.3.3 Communication Strategy Document Plan ................................................................................ 39

4.3.1 Infrastructure strategy Performance ....................................................................................... 40

4.3.2 Collaboration and Technology ................................................................................................. 41

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 4.3.3 Integration and Project Governance........................................................................................ 43

4.3.4 Infrastructure Project Delivery ................................................................................................ 44

4.3.5 Project Governance and Regulatory Authority ........................................................................ 45

4.3.6 Major Challenge in Applying Integrated Project Management System on Urban Infrastructure
projects 47

CHAPTER FIVE .................................................................................................................................................. 48

5 CONCLUSION AND RECOMMENDATIONS................................................................................................ 48

5.1 Conclusion ........................................................................................................................................ 48

5.2 Recommendations ........................................................................................................................... 50

6 REFERNCES ............................................................................................................................................... 53

7 APPENDICES ............................................................................................................................................. 55

vii
List of Figures
Fig.2. 1 System Functional Framework Design for IMS ................................................................................... 18

Fig.2. 2 Management System Building Blocks................................................................................................. 21

Fig.2. 3 Implementation Requirement ............................................................................................................. 22

Fig.4. 1 Organization Strategic Planning Supporting Tools .............................................................................. 37

Fig.4. 2 Collaboration &Technology ................................................................................................................. 42

Fig.4. 3 Infrastructure Project delivery ............................................................................................................ 45

List of Tables
Table 3. 1 Distribution of samples by Organization ......................................................................................... 31

Table4. 1 Respondents Current Position and Respondents Work Experience ................................................ 34

Table4. 2 Organizational Structure Capacity ................................................................................................... 35

Table4. 3 Use of Integrated Infrastructure management tools in planning and budgeting process by
Organization in Addis Ababa ............................................................................................................................ 38

Table4. 4 Communication Strategy at Specific Organization........................................................................... 40

Table4. 5 Percentages and totals are based on responses .............................................................................. 40

Table4. 6 Institutional Level Collaboration ...................................................................................................... 41

Table4. 7 Institutional integration level ........................................................................................................... 43

Table4. 8 Data Integration Level ...................................................................................................................... 44

Table4. 9 Challenge for integrated project Management System ................................................................... 47

viii
 List of Abbreviations and Acronyms

AAIICPCA Addis Ababa City integrated Infrastructure construction permit and control Authority

AACRA Addis Ababa City Road Authority

AAWSA Addis Ababa Water and Sewerage Authority

FIIDCA Federal Integrated Infrastructure Development Control Authority

GIS Geographical Information System

ERP Enterprise Resource Planning

PPP Public Private Partnership

PMS Performance Management System

IMI Integrated Management Information

IMS Infrastructure Management System

ix
 ABSTRACT
The purpose of this study is to assess the key challenge in the implementation of integrated
infrastructure project management system among major utilities service providers, AACRA and
AAIIPCA, in the case of Addis Ababa. The need for this study is considered relevant and necessary
for Addis Ababa as a capital city of Africa and significant contribution in reducing the scarce
resource wastage. Although, integrated infrastructure project management system is a complex task
which requires appropriate organizational capacity and cooperation between numerous
stakeholders in the private and public sectors .The study scope mainly encompasses institutional,
technological, planning and strategic aspect to identify the key challenges. The study employed
both quantitative and qualitative research approaches. Data were collected through questionnaires,
interviews, documentary review, and observation. The results revealed that current institutional
poor information and technological capacity and lack of central database the tools which support
the accelerated and informed decision making and effective information and data exchange has
become significantly challenge in implementing effective and integrated infrastructure project
management system.

Key words; Integrated, Project management system, Performance management, Technology,

Planning, Infrastructure

x
 CHAPTER ONE

1. INTRODUCTION
1.1 Background of the Study
The rapid urbanization presents many challenges. One of the most urgent is how to provide
infrastructure solutions that can cope with the stress caused by this massive expansion of
populations in concentrated spaces (Thomas, 2017). Cities must build, maintain, and upgrade
extensive transport, power, water and telecommunication networks, in order to keep up with the
demands of economic development and population growth. Those infrastructures are necessary
to continue to progress societies and improve living standards.
Infrastructure is a network of interrelated basic facilities and services that provides an adequate
environment for human living. A city infrastructure is a system of connected utilities, basic
facilities, and services of that city, from the smallest units of the community (houses) to the
significant city structures and buildings that render services such as electricity,
telecommunication, sewage and sewerage and water supply (Oluwole, 2017). Infrastructure
project includes construction, installation, maintenance, upgrading -or rehabilitation of
undertaken by the relevant implementing organanization (Mathewos Consult, 2006). Those
infrastructure projects are not end up in themselves. Rather, their importance to the economy and
the society as a whole derives from the service they offer: the opportunity to improve
productivity or reduce cost (Roelich, 2014). Although the real output of infrastructure is service:
the movement of people and goods, the provision of clean water, enables communication and
exchange of information, electric supply and so on. Moreover, infrastructure encompass those
activities without which there would be limited economic activity .In particular, most pubic
works infrastructure projects share several charactestics : (1). high fixed costs (capital intensive),
(2) a long economic life (3) dominate local markets (4) interaction with other infrastructure
(James, 2015).
Projects Integration management involves making adjustments among the various objectives and
supervising the interdependencies which exists between the knowledge areas (Invensis, 2017).
The concept as the Integrated Infrastructure Management System is as a computer-based
management tool that will apply advanced information collection and management technologies
to provide more efficient, accurate, and effective bases for making decisions about infrastructure.
The IIMS will combine inventory, condition assessment, predictive modeling, scenario
development, and user-friendly information-access capabilities (Andrew, 2008). According to
Andrew (2008), a growing body of studies is helping professionals and policy-makers to

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 Challenges Implementing Integrated Infrastructure Project Management System]

understand that infrastructure exists as an interconnected system, and that this system's efficient
functioning is crucial to our environmental quality, economic well-being, and quality of life in
general.
According to (Halfway, 2008) challenges and characteristics that needed solution for integrated
infrastructure management system must support three main requirements: (i) efficient
coordination and information flow between inter-dependent processes; (ii) efficient integration
and management of infrastructure lifecycle data, within municipal departments and across
utilities provider, in a unified and interoperable environment that maximizes the reuse and
sharing of data; and (iii) integration of various software applications through the use of an open
and modular software architecture. Satisfying these requirements would require addressing three
main challenges: (i) the process systematization and coordination challenge, (ii) the data
integration challenge, and (iii) the software integration challenge. Solutions to these challenges
should be based on proper understanding of the organizational and operational aspects of
municipal infrastructure management, as well as on an accurate characterization of the methods
and technologies currently used to support various processes.
Therefore, it is crucial to acquire an integrated infrastructure development management system
especially for infrastructure project: by pursuing such objective, when planning new
infrastructure development and rehabilitation of existing utilities networks. And, it is possible to
get advantages over such efficient scarce resource utilization, maintaining a high service level
and minimizing the life cycle costs, the impact on environment, and the disruptions to traffic.
Despite, integration in construction and maintenance of linear infrastructure is difficult,
indispensable task which are characterized by ensuring the optimum use and management of
scarce resources requires the application of sound strategies while at the same time, addressing a
variety of constraints and challenges, for developing the infrastructure projects. Moreover, two
primary benefits of integration: helps a utility to more effectively and strategically align
improvements across a full range of management areas and enables a utility to leverage the
continual improvement management infrastructure (Us environmental protection agency, 2007)

1.2 Statement of the Problem

Addis Ababa, is a capital city of Ethiopia and, the city’s population growth has radically
increased and becoming much more dependent on major utilities infrastructure .And also, as the
place where Africa Union sit and many international diplomats’ residence providing quality
utilities service is critical, for countries economic growth, by attracting Tourist and investment to
the city and enhancing social status. Despite, the city faces big challenge arises from lack of

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 Challenges Implementing Integrated Infrastructure Project Management System]

implementing the infrastructure development in an integrated way between Addis Ababa City
Road Authority and major utilities provider.

As (Desta, 2017) recent disclosure, splashing billions of Birr and crafting development oriented
policies, but lack of integration among different utility providers resulting in project delays and
capital inflation besides creating chaos on the day to day activities.”Utility services provider and
other organization behind construction usually get each other’s throats criticizing for damage
caused dismantling each others’ facilities while working on their respective projects”

Some previous study focus , as (Hailmareyam, 2011) indicated that despite the regulatory agency
role is crucial and significant in reducing economic and engineering damage caused by lack of
integration; as well as preparing ahead plan to new road and utilities to avoid further damages,
but there is still frequent damages on road and utilities infrastructure. Some previous studies such
as (Mahlet, 2014), (Shimeles, 2007) and (Yirsaw, 2012) ; reveal the existing practiced
infrastructure integration management system is very poor ;municipalities are facing
unprecedented challenges in the management of infrastructure assets due to the increasing
number of aging infrastructure assets, the ever-increasing demand and sustainability
requirements, increasing maintenance deficit, and declining or static maintenance budgets in
relation to Addis Ababa City infrastructure development projects.
Therefore, purpose of this research is mainly to understand the existing city infrastructure
integrated management practice and investigate the potential challenges from currently utilized
tools and technology. Since, the above mentioned studies have gaps in showing what challenges
the infrastructure project integration from the tools and technology respective.

1.3 Research Questions

The study is going to be guided by the following research questions:

• What are the critical challenges for the effective implementation of integrated project
management system for Addis Ababa city’s infrastructure project?
• What are the tools being used for big data management and information exchange.

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 Challenges Implementing Integrated Infrastructure Project Management System]

1.4 Research Objective

1.4.1 General objective

The overall aim of the study is to assess and explore the existing challenge in applying the
integration management system on infrastructure projects in Addis Ababa.

1.4.2 Specific Objectives

Specifically, the study tries to address the following key research objectives:

• To assess the practice of integrated project management system in infrastructure projects

in Addis Ababa.

• To describe the challenge of implementing integrated infrastructure project management

system among utility services providers(ethio telecom, ethio electric, AAWSA), Addis
Ababa road project and infrastructure integration, permit and control authority.

1.5 Scope and Limitations of the Study

This study focus to look through the fragmented infrastructure of new project, maintenance,
rehabilitation and expansion projects and the system which are practiced by each utilities
provider. Since, most fundamental concepts of integration management system emphasizes the
necessity of integration and coordination among concerned actors at different hierarchal levels
including the strategic, operational and technical level, as well as on an accurate characterization
of the methods and technologies currently used to support various decision making processes
(Andrew, 2008). And also due to strong interdependencies between information needs of various
level inter and intra infrastructure sectoral support in the process of maintenance planning,
budgeting and the operational and tactical management decision making, the study concerned in
information exchange, communication and data management system in getting access to reliable,
usable and timely information in the public and government authorities’ domain.
This study will be carried out under the limitation of very few previous research studies
published on the local context, limited access and availability actual historical data and the
project complexity and multi-stakeholder and actors. Moreover, the common time and financial
limitation are taken into consideration.

1.6 Significance of the Study

This study is intended to explore the existing challenges which become barrier for the successful
implementations of integrated project management system infrastructure projects in Addis Ababa
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 Challenges Implementing Integrated Infrastructure Project Management System]

city. Integrated project management system is believed to bring efficiency and effectiveness of
project management performances in reducing scarce resource wastage and avoiding frequent
city road cut and to enhance quality utility service, contribution to city’s growth development.
Thus, this study tries to pinpoint by doing so it contributes the prevailing challenges that are
confronting the technical, and operational collaborations among project implementing entities
and suggest ways to ameliorate the challenges.

1.7 Organization of the Thesis

This thesis will be organized with the preliminary pages of the thesis document consisted of the
title page, approval sheet; acknowledgment, abstract, table of content; list of figures, tables and
acronyms. The body part accounted five chapters, within each chapter there is different but
interrelated subtopics. The first chapter contains the introduction part which comprised the
background information, problem statement, objectives, Research questions, significance, scope,
limitation, organization and description of the study area. The second chapter consisted of the
literature review part. The third chapter is the research material and methods which covers the
research methodology, research design, data source, data type, data gathering tools, data analysis
and data presentation. The fourth chapter is the results and discussion part of the study which
concerned about data presentation and discussions. This documented the analysis of the primary
and secondary facts with the qualitative study approach. The last chapter provided the conclusion
and recommendation of the study.

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 Challenges Implementing Integrated Infrastructure Project Management System]

CHAPTER TWO

2 REVIEW OF RELATED LITERATURE

2.1 Theoretical Review
It is a general fact that integration is a process of bringing different tasks in to one harmonized
system which seems very difficult and impractical.

2.1.1 The Concept of Integrated Management System

Integration involves analyzing project business value at the high level; mobilizing team
performance and dynamics; monitoring projects to assure midstream adjustment and project
recovery; resolving technical, resource, and interpersonal conflicts at every level; managing
program interfaces and multitasking; identifying organizational constraints and exploiting them;
keeping tabs on accountability; and reporting to avoid ethical and waste problems (Shimeles,
2007).
Integration means to look at all circumstances that might affect the plan or project in a holistic
manner (Geyer 2006:2).Integration is the highest level which brings the planning, financing,
implementation and management of different sectors into a formalized decision making system
and procedures. Since this is the most challenging level, the other lower levels should work
smoothly, effectively and efficiently prior to application of full integration (Oluwole, 2017). It
requires both cooperation and coordination in order to work, It also calls for the existence of a
single formalized decision making system and the procedures that facilitate the existence of such
a system. Integration potentially allows for more effective and efficient use of resources l in
order to achieve as given set of objectives (MATHEWOS Consult, 2006).
There are two types of integration and they are both essential success factors, particularly in a
multi-project program environment. They are vertical and horizontal integration. Vertical
integration looks inside and up and down into the business, program, project, and product service
components. This kind of integration targets the program, project, and product, and builds a
product or service with integrity. It looks downstream in the project process to product
performance and customer satisfaction. Horizontal integration looks outside and around to the
external, the environmental, and the organizational assets that support the project. It focuses on
outside forces that create risk and opportunity, market forces that will shape the product or
service. Vertical integration is program integration; it proceeds down the project, going deep into
the project processes and product configuration. It focuses on performance. Vertical integration

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 Challenges Implementing Integrated Infrastructure Project Management System]

is related to horizontal integration in the sense that a project that reflects outside factors and
environmental scanning (Bruce, 2006).
Integration may take three forms (MATHEWOS Consult, 2006), which are: (1) Integration
within an infrastructure sector/entity (intra-sectoral integration): for example integration within
road sector between Road Authority (arterial and sub arterial road) and local government and
community initiatives (local and collector road),(2) Integration between infrastructure entities
(inter-sectoral integration); integration between different sectors/infrastructure entities. and (3)
Integration of infrastructure with other urban development sectors housing, business, industrial
areas etc (which is also inter-sectoral integration). Integrated infrastructure planning is a tool
for implementing housing, business and industrial. Data integration is defined as “the process
of combining or linking two or more data sets from different sources to facilitate data sharing,
promote effective data gathering and analysis, and support overall information management
activities in an organization” (FHWA 2001). The main benefits of data integration and sharing
include data availability/accessibility; timeliness; accuracy, correctness, and integrity;
consistency and clarity; completeness; reduced duplication; faster processing and turnaround
time; lower data acquisition and storage cost; informed and defensible decisions; and
integrated decision-making (FHWA 2001).

The forms and elements of sectors to be dealt with include financial, institutional regulatory
and spatial elements. Institutional element is about the relationship between concerned
institutions, their roles and ability of working together. The municipality must ensure that when
the projects are identified they must be in line with the objectives and strategies of the
municipality. The project must also be in line with the resource framework, and comply with
the relevant legal requirements. The integration phase creates an opportunity for the
municipality to harmonize the project in terms of content, timing and location, in order to
arrive at the consolidated and integrated programme (lDP Guide Pack: 2001:16.).

(IDP Guide Pack: 2001:16.) The output of integration is an operational strategy which
includes:

▪ Five-year financial plan.

▪ Five-year capital investment programme.
▪ An integrated spatial development framework.
▪ Integrated sectoral programmes.
▪ Consolidated monitoring/performance management systems.

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 Challenges Implementing Integrated Infrastructure Project Management System]

▪ Institutional plan.
Reference to sector plans.
According to (Zamin.Z, 1998),traditionally, separate divisions within utilities service providers or
public works agency use different management systems. Most systems were developed and
operated originally as stand-alone applications specific systems. The data structures vary from
one system to another, ranging from simple flat files to sophisticated relational databases. The
incompatibility among these systems has caused serious problems in data sharing and
management cooperation needed by various units at all levels. To solve this problem, integrated
systems have been proposed by many researchers (Zhang 94, Hudson 94, NCHRP 94, Zhang 96,
Hudson 97). In addition to these, it should be made clear that integration does not mean the
creation of a huge and complicated system simply by lump-sum combination; rather it represents
a process where all the components of a system are logically linked together on a common
platform using a modular approach. The concept of an integrated infrastructure management
system is illustrated in Fig.2.1, where GIS is the integration platform using geographical location
as the integrator of infrastructure management system.

Fig.2. 1 System Functional Framework Design for IMS

Source ; Zamin.Z, (1998)

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 Challenges Implementing Integrated Infrastructure Project Management System]

According to Zamin (1998) made his conclusion on advantage of using integrated information
system

1. A new generation of infrastructure management system (IMS) is emerging to improve many

aspects of traditional management systems. Among other things, the new generation of IMS
is characterized with a higher level of integration, automation, and visualization.
2. Integrated information and management systems offer potential solution for more effective
management of infrastructure systems. An integrated system is not only an excellent
mechanism to meet the demands of data sharing and information exchange, but also helps
administrators and engineers to achieve optimal decisions by coordinating all management
activities among related subsystems.
3. Although the integration of infrastructure management systems can be accomplished with
different mechanisms, GIS is one of the most desirable integration platforms. In addition,
GIS can coordinate data from different databases and integrate traditional attribute data with
spatial data to perform sophisticated spatial analysis.
4. Emerging technologies in data collection, processing, communications, analysis, and
display can significantly improve the practice of infrastructure management. Multimedia,
client-server architecture, and GPS are the most important ones. With proper integration and
configuration, these technologies can make an IMS handle a wide variety of data visually,
analyze them spatially, and present the results graphically, in a distributed computation
environment.
5. The concept of generic models is practical for developing decision support systems for
infrastructure management. Since Visual IMS is a general system rather than an application-
specific system, generic models are used so that the system can be customized and
implemented by many agencies. Users can easily modify generic models by changing
parameters to reflect their local experience and practices while the structure of the model
remains unchanged. The major decision models in Viusal IMS are generic in nature feature
graphical model editors for easy and interactive model modifications.

2.1.2 Mechanism of integration

Infrastructure management systems can be integrated in different ways. However, data sharing
which employs geographical information systems (GIS) is one mechanism which offers great
promise and existing integration mechanisms are as follows (Zahmin.Z, 1998):
1. Manual data sharing: as the simplest, flexible method, manual data sharing uses
diskettes or tape drives as the medium to exchange data and information. Though
primitive this method is still in wide spread use.
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 Challenges Implementing Integrated Infrastructure Project Management System]

2. Automatic data sharing: the automatic method differs from the manual one primarily by
its medium of data transfer. Instead of using diskettes or tapes, this method provides data
sharing via network wires, which is efficient for frequent data transfer.
3. Standardization of data: another level of integration can be achieved by standardizing
data items, definitions, collection procedures, quality, and updating schedules.
Standardization is especially important for a central database involved in data sharing.
4. Standardization of analysis procedures: data sharing includes not only data items
directly collected in raw form, but also those generated as outputs from analysis
procedures. For an integrated system, some analyses may require certain inputs that are
output from prior analyses.
5. Policy and decision-making integration: the information generated from the
proceeding levels of integration can be used by administrators to develop coordinated
policies and to make comprehensive decisions. Such an integrated approach of
administration can make the best use of available resources.
6. Integrated systems: the most desirable one is the integration of separate management
systems. An integrated system does not necessarily mean combining everything into one
grand “lump-sum” system; rather the integration should be carried out by using a
common platform. Because of the geographical nature of transportation and public
works, GIS is an excellent integration platform using location as the integrator.

2.1.3 Project Alignment and Integration

This phase deals with harmonization of the identified plans and projects with the municipality’s
objectives and strategies, the resource framework and legal requirements. It will examine the
different sector plans and how they integrate to drive the municipality’s development programme
and other sector department’s programmes such as the Local Economic Development, Spatial
Development Framework, Disaster Management Plan, Institutional Plan, Sector Plans etc. Since
the municipality will be amalgamating, the attempt will be to harmonize the existing plans
starting with internal administrative plans followed by Sector Plans (DPLG, 2007).

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 Challenges Implementing Integrated Infrastructure Project Management System]

2.1.4 Infrastructure Project Management System

The primary goal of an infrastructure management system is to reach and manage defined,
updated and reliable data on the physical and performance characteristics of infrastructure assets,
in order to allow the user a simple, quick and efficient access to data, by means of which to
detect and predict the performance levels given by infrastructures, to plan the maintenance works
and to allocate financial resources (Us enviromental protection agency, 2007). In particular, the
necessity to share territory information among all subjects involved in the technology networks.
Within the international context, it emerges the development of experiences aiming at
overcoming such condition by means of a change in the geographic information sciences based
on the development of open and distributed systems (Sivo, 2010). Integration management
represents one of the most crucial requirements to guarantee a coordinated management, even
though the problem of information system integration and interface is still one of the most
difficult to overcome. It is a matter of fact that information technologies represent a crucial part
in any supporting decisional tool within asset management (Sivo, 2010); an efficient data
management becomes indeed a key element for the improvement of the decisional process
related to municipal infrastructure management.

Fig.2. 2 Management System Building Blocks

Source: (Redman, 2007)

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 Challenges Implementing Integrated Infrastructure Project Management System]

Fig.2. 3 Implementation Requirement

Source: (Redman, 2007)

2.1.5 Performance Management

Alignment of IIPDP and PMS ; according to Ethekwini Municipality (2008:10-15) explains that
Performance Management is a process which measures the implementation of the organizations
strategy. Performance Management provides the mechanism to measure whether targets to meet
its strategic goals, set by the organization. (Attila, 2004)Performance Management is a process
which measures the implementation of the organizations strategy. It is also a Management tool to
plan, monitor, and measure and review performance of indicators to ensure efficiency,
effectiveness and impact of service delivery by the infrastructure institution .And also defined as
strategic approach to management, which equips leaders, managers, employees and stakeholders
at different levels with a set of tools and techniques to regularly plan, continuously monitor,
periodically measure and review performance of the organization in terms of indicators and
targets for efficiency, effectiveness and impact (Bruce, 2006).

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 Challenges Implementing Integrated Infrastructure Project Management System]

▪ Objectives and Benefits of Performance Management System (Attila, 2004)

a. Facilitate increased accountability and oversight between the political and administrative
components of the municipality; and each sectoral department and the office of the
municipal manager.
b. Provide early warning signals for each sector Heads of Departments, the Municipal Manager,
Clusters, Standing Committees, Mayoral Committee and the Executive Mayor with a
diagnostic signal of the potential risks that are likely to affect the realization of full
infrastructure project implementation. It is important that the system ensures that decision-
makers are timely informed of risks, so that they can facilitate interventions, where and when
it is necessary and possible to do so.
c. Facilitate decision-making by providing appropriate management of information that will
allow efficient, effective and informed decision-making, particularly in so far as indicating
where the allocation of resources should be prioritized in order to meet institutional or
strategic goals.

2.1.6 Project Coordination

A cooperation and coordination level in infrastructure and service delivery is a stepping-stone for
the highest level of integration to work. The foundation for full level of integration should be laid
through cooperation and coordination. (Bruce, 2006) Effective cross –secoral coordination and
linkage requires compatible system in two domains (technological, competitive, legal)
(MATHEWOS Consult, 2006). Development sectors have traditionally been institutionalized
and addressed through separate government line functions. For operational purposes, each
department has been allocated separate budgets and has been given responsibility for developing
and implementing different legislation, policy and programmes. For municipal planning and
delivery to be integrated, vertical and horizontal coordination or alignment needs to take place
between and within the spheres of government.

2.1.7 Participatory approach:

Integrated planning of infrastructure and services requires a foundation of shared interests,

visions and common objectives of stakeholders in a structured and directed manner. Such a
foundation should be built through the active participation of all stakeholders that have
significant roles in investment decisions of the selected infrastructure and services. This

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 Challenges Implementing Integrated Infrastructure Project Management System]

approach helps to reorient the activities towards a common line that helps to maximize overall
benefit (MATHEWOS Consult, 2006).

2.1.8 Public-Private-Partnership PPP Approach

The investment in infrastructure and public service delivery has traditionally been the sole
domain of governments around the world. This is partly due to the huge cost of investment and
the fact that the returns on such investments take a longer time to be realized (Christof, 2015).
The state of infrastructure in many developing countries tends to be poor and inadequate to meet
the rising demand. This reveals the constraints that governments in developing countries and
especially in sub-Saharan Africa (SSA), face in terms of scarcity of funds, corruption, poor
planning and project formulation, as well as inefficient capacities. Public Private Partnerships
(PPPs) have emerged as one of the ways to overcome these constraints (James, 2015). By
tapping into private sector finance and ingenuity, governments are able to finance critical
infrastructure, improve project preparation, execution and management and deliver efficient
services to the citizens.

2.1.8.1 Definition and Concepts of (PPP )

The concept of public-private-partnership (PPP) has been defined differently in different
contexts, and there is no broad international consensus on what constitutes a public-private
partnership (PPP). Generally it refers to a collaborative arrangement between government or the
public sector, and a private entity for better provision of public infrastructure and services. The
classical definition of public– private partnership (PPP) describes it as a government service or
private business venture which is funded and operated through a partnership of government and
one or more private sector companies. In the context of the United Nations, PPP is defined as a
voluntary and collaborative relationship between various parties, both state and non-state, in
which all participants agree to work together to achieve a common purpose or specific task, and
share risks and responsibilities, resources, and benefits (Hodge & Greve, 2011).

2.1.9 Independent Regulatory Agency (IRA) Approach

The term regulatory system is meant to be broadly encompassing. It includes all relevant laws,
decrees, and regulations; all regulatory agency activities; all appellate processes; and
relationships between regulatory agencies and all other organs of the state on policy and
administrative matters relating to the sector that is being regulated. Independent regulatory
agency refers to a specialized government organ that supervises the entry of private sectors in
traditionally state-managed sectors, fixes standards, and oversees activities of partners in order

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 Challenges Implementing Integrated Infrastructure Project Management System]

to ensure that terms of the contract are strictly followed and success achieved (Ethelbert, 2016).
Many developing countries in Africa increasingly face issues of regulatory capacity, in relation
to a relatively “weak” institutional environment. Building regulatory capacity is a challenge that
should be always be taken into consideration when reforming the regulation of infrastructure
and utilities.

2.1.10 Integrated management Information (IMI) Approach

Technological evolution has widened the scope of the network beyond the limits of
telecommunication equipment. The information exchange system includes all communicating
entities from the substation IED to the different management platforms of the power utility
(power network management, energy management, enterprise applications, etc.). A more general
concept of integrated management information can therefore become attractive. In this case, the
NMC need not be a single geographical entity but a distributed platform serving the different
functional layers of the infrastructure and the different functions in the utility organization (cable
monitoring, system administration, telecommunication network management, security
monitoring, etc.) (Cigre,2008).
At present, the different components of the communication network are connected and managed
through dedicated vendor specific network management systems (NMS) generally located at a
control centre. Many utilities desire to "integrate" their different NMS components, without a
clear definition of the significance and extent of the integration and the functionalities to be
obtained. An integrated management information system is a common platform that permits the
different information processing, storage and exchange systems and other associated
infrastructure components in the power utility to interact, in order to perform different tasks such
as asset management, maintenance, condition and performance monitoring, administration,
planning and supervision. It overcomes the problem of multiplicity of management systems in a
multi-vendor, multi technology environment as exists in most telecommunication networks, IT
infrastructures and different automation and system monitoring components. It also allows a
global vision of the utility information infrastructure, relating the different layers and
components, which are otherwise divided into separate worlds, and hence provides a better and
faster understanding of the cause and consequence of different system events through sharing of
management information on the utility scale. Web technology permits easy access to relevant
information for the different users (Cigre, 2008). Current research focus in the construction
industry is directed at implementation of an effective information management based integrated
system environment. Construction organizations are developing methodologies of integrating
information technology in the work environment of their operations. All construction process
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 Challenges Implementing Integrated Infrastructure Project Management System]

improvement strategy is based on integration of effective project planning, monitoring and

control techniques provided by an enterprise level of integration of all organizational parameters,
functions, members and incorporated technologies. Creating an automated information system in
computerized environments via networks using web-based technology enables top-level
management to visualize various types planning information to support decision making (Attila,
2004)

2.2 Empirical Literature Review

2.2.1 The Absence of System that Assures Accountability

A amount of resources. Frequent cutting of city streets by various utility companies has severely
affected the environmental quality and the efficiency of the urban transport system. According to
(Hailmayam, 2011) the absence of responsible body is still the major cause for the poor nature of
coordination. According to the AACRA, the absence of belongingness and responsibility play
pivotal role for the low level of integration. The current poor or low level of integration is
resulted from the absence of system that assures accountability. AACRA also commented that,
the only way to bring integration among the stakeholders is the institutional accountability and
responsibility scheme.

2.2.2 Decision Making Support

Infrastructure management decision-making is inherently an integrated process that requires the
assimilation of a multitude of data, processes, and software systems. Current work practices have
resulted in significant process and data fragmentation, which have subsequently created much
inefficiency that impede the implementation of effective management strategies. There is a broad
consensus in the industry that adopting integrated multi-disciplinary approaches is a key
requirement for implementing efficient, sustainable, and proactive asset management programs
(Halfawy, 2008). The integration among systems requires the first challenge to improve the
efficacy. An unavoidable goal for future developments is undoubtedly the data integration. It is
important that Public Administrations and Authorities - which are developing this kind of tools –
share their own experiences and best practices (Jenifer, 2015). Integrated infrastructure
management would facilitate information flow across various disciplines and activities, which in
return would improve the availability, reliability, and consistency of infrastructure information,
resulting in timely and more efficient decisions Ferreira and Duarte (2005). Infrastructure
decision-making requires access to a multitude of data about infrastructure inventory, condition,
risk levels, performance metrics, renewal options, etc. Efficient representation, integration,

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 Challenges Implementing Integrated Infrastructure Project Management System]

management, and sharing of these data sets can only be practically achieved through the use of
comprehensive and integrated databases. Data management services such as multi-user data
access and editing, concurrency control, version management, data security and authentication,
and other services critical for ensuring data integrity and consistency can only be realized using
an integrated database (Halfawy, 2008).

2.2.3 Top Management Commitment

On the possibility of failure of an integrated management system in a real-world setting by
investigating how and why the system gradually declined. On the way to answering the research
questions the related risks are revealed. The withdrawal of top management commitment is
initially identified as the main cause of the abandonment (Silva, 2016).

2.2.4 The complex relationship

The problem of infrastructure development by integrating technical, economic and operational
aspects, as well as the interactions between the entities who jointly carry out the project. .As
mentioned by (Aterina ,2015) the complex relationship between the sequential actions of players
and the time-dependent behavior of a physical system is explored using a hybrid agent-based
simulation model. The model is illustrated with several examples that show the versatility of the
approach and its ability to accommodate the different decision strategies of the players (i.e.,
principal, agent) and the model of a physical infrastructure system.(David 1998) suggested that
“managing complexity is a subject of a new wave of management thinking”. His article stressed
that the key to managing complexity is being able to deal with uncertain futures, through
identifying and understanding relationships that embellish your organization or system.

2.2.5 Infrastructure Planning Challenge

Based on the investigation completed to date and experience from directly-related projects
(Vanier and Lacasse, 1996; Lounis, Vanier and al., 1998), the authors recognize that there are a
number of administrative, financial and technical challenges in the area of municipal
infrastructure planning:
▪ Seamless data integration is difficult to achieve, but an essential feature of the software
environment for a domain such as asset management.
▪ Currently available tools require enhancement and standardization to meet investment
planning needs.
▪ Any software development should be done in partnership with software companies.
▪ There is no central repository or source for information for the domain of municipal

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 Challenges Implementing Integrated Infrastructure Project Management System]

infrastructure planning.
▪ There is a need to share experience and “best practices” regarding municipal infrastructure
planning.
▪ Life cycle analysis and long-term service life prediction form an integral part of the asset
management of municipal infrastructure.
▪ There is little or no intercommunication between municipal infrastructure research and the
field of service life research.

2.2.6 Sectoral -Coordination in urban infrastructure development and service

provision
As stated (Mahlet, 2014) the study focus area on the four main infrastructure sectors of Addis
Ababa; Water and sewerage, Electricity, Telecommunication, and Road sectors, the institutional,
regulatory and financial arrangements, were mentioned as major factors to have strong
relationships and significant influence on the process of infrastructure development and service
provision as well as level of inter-sectoral coordination indicating an urge and need for the
current governance arrangement to be made more effective and compatible for the existing
infrastructure needs and requirements. to uncoordinated planning and design and weak
institutional arrangements redoing faulty designs and rebuilding utility lines have wasted a
significant resource.

2.2.7 Current Infrastructure Integration System

2.2.7.1 Federal Control and Permit Authority

Recently, the Federal regulatory agency, integrated infrastructure development, construction
permit and control, has been established with Proclamation (Ethipian Fedreal House of Public
Representatives, 2014) As stated on this article, the Agency’s main objective is to coordinate the
execution of integrated infrastructure development works in accordance with roads master plan
and to develop formula for the assessment of compensation for properties to be removed. and
landholdings to be expropriated due to· integrated infrastructure development works. Some of
powers and duties of the Agency is: to prepare, in collaboration with other relevant
implementing organs, national integrated infrastructure development works plan and master
plan; ensure that they are executed by the implementing organs; cause their implementation to be
undertaken by regions, as may be necessary; as well as provide the necessary support for
integrated infrastructure works undertaken by regions.

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 Challenges Implementing Integrated Infrastructure Project Management System]

2.2.7.2 Addis Ababa City Administration Control and Permit Authority

Pervious trend in Addis Ababa, when utility companies (ETC, AAWSA, and EEPCO) needed to
install new lines or to improve the existing ones underneath the roads, they used to apply to the
Addis Ababa City Road Authority (AACRA) for permit to cut paved roads.
Currently, the Addis Ababa City Administration had established a new organ to conduct similar
tasks as the FIIDCA. The Infrastructural Development Integration & Building Permit & Control
Authority was formed after the city council approved its establishment with Proclamation (Addis
Ababa City Council, 2017).Aside from issuing permits, the Authority collaborates, consult and
implement alternative dispute resolution approaches during the early stage of project preparation.
This allows the authority to revoke the permit if the utilities’ owners are unable to comply with
its condition.

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 Challenges Implementing Integrated Infrastructure Project Management System]

CHAPTER THREE

3 RESEARCH METHODOLOGY
3.1 Research Design and Approach
The research was adopted qualitative and quantitative research approach .Thus the research is a
descriptive and mixed research approach aimed at increasing reliability of information, thereby
making qualitative complement the quantitative information. The data were collected from
primary and secondary data source through using a combination of closed ended and open ended
questioner. In addition, a review was conducted on published document and exploration of the
reports to study the current state of infrastructure project management practice and the associated
challenges.

3.2 Target population and Sampling Techniques

The population of this study was on major utility services providers; such as Addis Ababa Water
and Sewerage Authority, ethio telecom and ethio electric Utility, Addis Ababa City Road
Authority and Addis Ababa City’s Infrastructure Development, Construction Permit and Control
Authority. The sample frame includes Directors, Managers, Expert and Supervisors, mostly from
client side (government), as in the infrastructure industry, it is government organizations, as
representative of the target population to gain a typical industry perspective and characteristics
on the current state of integration man.
From those target population, by using convenience sampling technique the first strata was
utilities institution in which four departments being selected purposively who have direct and
indirect relation with the research issue. These departments are planning and budget,
Construction and maintenance, sourcing and legal departments. The number of each sample unit
such as; Director, Manager, Experts and Supervisor drawn purposively from pre-specified
department, who are expected to have better knowledge in the area of the study. The second stata
was the city’s road infrastructure authority (AACRA), three departments were selected which
were Construction, Operation and Maintenance and Contract Administration from which
Director, Manager, Supervisor and expert were taken purposively in order to address the
research issue. And from the last set, the city’s infrastructure regulatory authority (AAIICPCA),
the respondents were selected purposively from managerial to Director Level, since there are
limited number management staffs.

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Table 3. 1 Distribution of samples by Organization

Sample
Organization Respondents
Ethio telecom 12

Ethio electric 11

AAWSA 10

AACRA 13

AAIICPCA 5

Total 51

3.3 Data Collection Method

3.3.1 Semi Structured Interview

The researcher used semi structured interviews to obtain detailed research-relevant information
i.e. explore issues related to challenges in applying integration management system among
utilities service provider organizations, Road authority and infrastructure regulatory authority. It
also provided much more detailed information than what was expected through other data
collection methods, such as it was mainly made up of a list of questions surveys. An interview
protocol i.e the rules that guide the administration and implementation of the interviews were
developed and followed while conducting the interviews.

3.3.2 Questionnaire
It is planned to use a tool for collecting and recording information about a particular issue of
interest, but also included clear instructions and space for answers. The questioners were closed
and semi-closed questionnaires were adopted in such away to have quantitative data which
related to the objectives of the research, since the research is a mixed research approach. Ethio
electric and ethio telecom. Other relevant data were collected from published and unpublished
materials.

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 Challenges Implementing Integrated Infrastructure Project Management System]

3.4 Data Analysis and Presentation

Row data have passed through a process of analysis and interpretation. Accordingly, quantitative
data analysis techniques were employed to analyze the data, thereby making qualitative
complement the quantitative information. The data from Likert scale questionnaire were
analyzed using descriptive statics such as frequencies and percentages and presented using
tables.

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 Challenges Implementing Integrated Infrastructure Project Management System]

CHAPTER FOUR

4 RESULTS AND DISCUSSION

4.1 Introduction
The results and discussion section is the most important part of the study. The section principally
categorized based on the predefined research objectives and questions and conducting
explorative survey in major utilities service providers through interview and questionnaire
Directors / Managers of the utilities services providers and Directors /Officers in City’s
infrastructure regulatory authority.
The research results and discussion is provided based on four major sections and some other
supportive subsections. These sections are: the Utility service providers, AACRA and AACIPC
Authority current organizational capacity, and infrastructure projects integrated management
practice and factors challenge infrastructure integrated mangemt system.

A set of interrelated concepts, definitions and propositions that presents a systematic view of
situations derived from the literature review and secondary data for specifying and developing
determinant variables and incorporating those variables in three dimensions for major association
with the integrated infrastructure project management system. Those major dimensions are
discussed based on three subsection i.e. 1) organizational structure dimension on supportiveness
of the project alignment and decision making process with other sectors , the tools currently
utilized for planning and budgeting and communication strategy 2) Institutional level project
management dimension in collaboration , technology and project governances and data
integration and 3) analyzing the major factors which challenges integrated infrastructure project
management system.

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 Challenges Implementing Integrated Infrastructure Project Management System]

4.2 Respondents Profile

Work Experience(Years)
Current position <5 5-10 10-20 Total
Director 0 0 1 1
D/Director 0 2 2 4
Manager 4 10 14 28
Expert 2 6 4 12
Supervisor 0 3 3 6
Total 6 21 24 51

Table4. 1 Respondents Current Position and Respondents Work Experience

From Table 4.1 many of the respondents were on Manager Level positions which shows that the
sample selection taking them as main actors to exploit what challenge they faced during
infrastructure project management. In addition, the Experts in their respective organizations well
distributed and hoped to share their significant experience. Similarly, Supervisors also made a
significant contribution on the project implementation stage issue. However, the research agenda
supposed to support the top management enabling them to make informed decision making
process and tools during the project planning and implementation, the Director, and D/Director
level of the respondents, made less effort to share their project experience and the critical
challenge they faced. Moreover, the managers 28 and the experts 12 respondents were key role
players in providing adequate and relevant data which determine the research result rationally
and logically.
The respondents experience as illustrated on the above table 4.1 shows that the majority range
from 10 years to 20 years. This indicates that at most respondents were long cumulated
experience and many exposures to the project management challenge. It would create the chance
to get the real challenge through their long professional carrier. Moreover, those experienced
professional will have a significant contribution to the new project management system
development.

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 Challenges Implementing Integrated Infrastructure Project Management System]

4.3 The current Practice of Inter Sectoral level integrated infrastructure

projects management system in Addis Ababa
Assessment of current practice of project management systems current level of achievement for
each selected major attributes. By considering the degree to which the current infrastructure
project management systems effectively support each of the attributes such as; organization
structure assessment, Stakeholder relationships and collaboration; operational optimization and
technology and data Integration and Project governance and their component parts. This study is
intended to analyzing the current each organizational infrastructure project management practice
in the alignment of how challenge the effective integrated Utility’s’ infrastructure project
management systems and the approaches for each attribute where contribute utilities service
providers to improve their performance.

4.3.1 Organization Structure Assessment

Analyzing the organizational performance gap by focusing around structure, role and
responsibility; the project strategy alignment with the other utilities service providers; utilized
information technology and system; doing all this in the project definition stage as well as in the
down-stream execution phases. In addition, the institutional capacity assessment incorporated
with a model developed by (World Federation of Engineering Organization, 2010) ,which states
that inherently very important for functionality environment in terms of three spheres, ability and
resources; institutional and administrative arrangements; and, interlaid vision, goals, values.

Table4. 2 Organizational Structure Capacity

Organization Name

Response Ethio
Organization Struct (Yes) telecom EELPA AAWSA AACRA AAIICPCA
The organization structure support Visions Frequency 9 6 7 8 0
,mission &goal % 30.0% 20.0% 23.3% 26.7% 0.0%
The organization structure define project Frequency 8 4 5 9 2
team role & responsibility % 28.6% 14.3% 17.9% 32.1% 7.1%
The organization structure shows project Frequency 4 6 6 6 1
performance reporting ,communication & % 17.4% 26.1% 26.1% 26.1% 4.3%
decision making level

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 Challenges Implementing Integrated Infrastructure Project Management System]

As shown on the table 4.2 all institution (Ethio-Telecom, Ethio electric, AAWSA, and AACRA)
has unsatisfactory result in terms of organizations structural capacity with respect to integrated
infrastructure project management system dimension. According to (MATHEWOS Consult,
2006) organizational structure should support infrastructure project management and create
linkage to the organization’s mission, strategy and values to create effective integrated and
cooperative system among stakeholder. The survey result however shows that ethio telecom has
maximum 30% organization structure support mission, vision and values .Thus; the result
suggests that all the organization need to make fundamental reform. Unexpectedly, AAIICPCA
has no clear and formal organizational structure, despite its establishment purpose requires
comprehensive organizational structure to achieve the city administration objective and
infrastructure regulatory authority institution mission, value and goal. Since the responsibility of
coordination, integration, controlling and permission of infrastructure construction development
projects nature are growing very complex. According to (Levent et aI., 2008) , organizational
structure arrangement should consist the primarily concerned department which is build in legal
and technological capacity for the coordination and integration of infrastructure project
development and operational maintenance in the project level and institutional level. Based on
the above result most organizations tendency are exclusive in setting up a focal department and
its significant contribution for effective project management being neglected.
According to (World Federation of Engineering Organization, 2010) the enabling project
environment sets the conditions under which capacity development are conducted for
programmes and projects at the institutional. This includes policy frameworks, legal systems,
regulations, political institutions,. The institutional level is comprised of leadership,
administrative structure ,human resources system, decision-making processes), and system
required to achieve externaland internal goals. Institutions are strongly influenced by the
enabling environment.Despite, the result shows defining the project participant and key players’
role and responsibility ranging maximum of 28.6 % and minimum 7.1 % ethio telecom and
AAIICPCA respectively. It revealed that each organization are not taking full responsibility for
their own development in capacity development, especially define roles and responsibilities to
perform different tasks aligned with other stakeholder and to involve all parties in actively in
decision-making and to enhance the collaboration and cooperation and partnerships. In general,
those weakness or organizational capacity gap mentioned on the above implied that how the
sector gave less emphasis on building organizational structure and capacity which is compatible
and flexible for the current dynamic environment and very complex and interdependent nature of
city’s infrastructure project. It could be drawn how the infrastructure project management system

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 Challenges Implementing Integrated Infrastructure Project Management System]

exposed for serious bureaucratic system which hinders the facilitated relationship and
cooperation among stakeholders.

4.3.2 Strategic Planning and Budget Support for Integrated Infrastructure

management System in Addis Ababa
Sector/Local planning must take into account global issues – “think global, act local” – as
environmental sustainability is a global concern. Local actions, even those that do not seem
harmful on their own, can have an impact on the wider region when combined with the impact of
other developments (DPLG, 2007). Natural resources must be protected for the benefit of present
and future generations. Resources are limited, and should be used efficiently to ensure
sustainability. This principle cuts across all planning activities, from spatial planning where a
sustainable urban form is striven for to project planning where resource use can be identified and
managed at a more detailed level.

Fig.4. 1 Organization Strategic Planning Supporting Tools

From the above fig.4.1 majority current System of strategic planning shows that the institutions
relied on the basis of the pre-existing documents and particularly ethio telecom applies central
database system and advisory team 100% and 40.74% respectively. Whereas AACRA,EEPLA
and AAWSA are using Advisory team ranging from 22.22% to 14.81%. The result indicates that
all institution not utilized standardized tools for supporting the process of strategic planning of
across sector and to create the common platform and avoid fragmentation. In addition to these,
most respondents revealed that the process of assessment of infrastructure strategic planning

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 Challenges Implementing Integrated Infrastructure Project Management System]

development is not so clear. According to (World Federation of Engineering rganization, 2010)

highly linked between the stage of strategic planning and integrated the implementation of
infrastructure projects relied on the effective planning tools.
As mentioned by the author (Andrew, 2008) the challenges in the development long term
strategy planning of the city’s infrastructure provision mainly due to uncertainty in the long term
and lack of decision support tools to enable strategic analysis and planning of a city’s
infrastructure system. Therefore, it is widely debated to improve the system of strategic planning,
consultation and development in the sphere of new forming solutions of territorial development
in the city.

Table4. 3 Use of Integrated Infrastructure management tools in planning and budgeting

process by Organization in Addis Ababa

Planning Tools
Organization Response ERP GIS
Ethio telecom No 0.0% 100.0%
Yes 100.0% 0.0%
EELPA No 0.0% 100.0%
Yes 100.0% 0.0%
AAWSA No 100.0% 100.0%
Yes 0.0% 0.0%
AACRA No 100.0% 100.0%
Yes 0.0% 0.0%
AAIICPCA No 100.0% 100.0%
Yes 0.0% 0.0%

Source: Own survey (2019)

From the above table 4.3 it shown that only ethio telecom and ethio electric organization used
only ERP. The remaining organization don used both ERP and GIS. During the interview it is
understood that GIS technology implementation is on progress on AACRA and on the other
ethio telecom side it is mentioned ,despite GIS procurement proposal being launched to bid ,the
bid process being canceled due to conflict between user department and the executive
management . Different studies in this area, mentioned that a new generation of infrastructure
management system (IMS) is emerging to improve many aspects of traditional management
system by coordinating all management activities among related subsystems. In addition,
(Zahmin.Z, 1998), suggests that the infrastructure management system directed towards new
technology integration. Moreover, specifically the system requirements defined for developing
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 Challenges Implementing Integrated Infrastructure Project Management System]

IMS and are involved with a wide variety of new technologies integrations are include: GIS
capability integration,· ERP and Client/server architecture integration . More over (Zahmin.Z,
1998) mentioned the major benefit of implementing planning tools; ERP and GIS which offer
potential solution for more effective management of infrastructure systems, excellent mechanism
to meet the demands of data sharing and information exchange, and also helps administrators,
top management and project manager to achieve optimal decisions and necessity using
integrated infrastructure information tools.
Therefore, based on the research survey result, previous empirical studies and literatures the
current integrated infrastructure project management system needs the new generation of
information management system compatible with a higher level of integration, automation tools
for effective and efficient the strategic level and project level planning and budgeting decision
making process .

4.3.3 Communication Strategy Document Plan

As it could be seen below on the table 4.4 highest response rate (62.7%) indicate that no formal
communication strategy document plan across the sector. It implies that how the alliance and
integration for project management interaction and networking among other project environment
and institutions being affected. Most respondents revealed that the communication made through
formal way among the stakeholders, despite they mentioned that current used communication
channels are not applying information and communication technology such as online electronic
communication, networked web facilities and portals for accelerated decision making and
proactive problem resolution. Moreover, most respondents emphasize the communication
strategy disorganized, incomplete, lacking objectives, responsibility, timelines and
dissemination mechanisms. The consequence are becoming critical on the current poor
institutional condition of collaboration and cooperation and increasing the level of fragmentation
in city’s infrastructures. Thus, the result indicates that there is a serious need of modernizing the
current communication channels and implementing comprehensive communication strategy
among all stakeholders for cross-sectoral.

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 Challenges Implementing Integrated Infrastructure Project Management System]

Table4. 4 Communication Strategy at Specific Organization

Response
Organization Name
No Yes
Ethio telecom 12 100.0% 0 0.0%
EELPA 11 100.0% 0 0.0%
AAWSA 9 90.0% 1 10.0%
AACRA 11 84.6% 2 15.4%
AAIICPCA 5 100.0% 0 0.0%

4.3.1 Infrastructure strategy Performance

As shown below on the table 4.5 across the sector level the current strategic planning and
performance practice resulted in weak. In separate institutional level measurement ethio-telecom
perform 52.1% good, AACRA perform 48.1 % shows better than ethio-electric and AAWSA
.Using these results as a starting point, ethio-electic providers and AAWSA should begin to
improve through a strategic relationships. While analyzing applying effective planning tolls has
direct linkage on achieving better the organizational strategic performance. Since, the Strategic
planning performance framework relies on effective decision making and planning tolls for the
future short and long term integrated infrastructure project development through interactions and
benchmarking activities with other utilities, and through resources alignments created
specifically as common database across the sector. Moreover, each sector should develop project
implementation strategy that should be linked to with the other sector integrated infrastructure
project development planning implementation framework.

Table4. 5 Percentages and totals are based on responses

Infrastructure Strategy
Organization Name Response
Poor Weak Good Strong Total
Frequency 4 11 25 8 48
Ethio telecom
% 8.3% 22.9% 52.1% 16.7%
Ethio electic Frequency 3 25 15 1 44
% 6.8% 56.8% 34.1% 2.3%
AAWSA Frequency 8 22 10 0 40
% 20.0% 55.0% 25.0% 0.0%
Frequency 0 19 25 8 52
AACRA
% 0.0% 36.5% 48.1% 15.4%
. Source : Own survey (2019)

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4.3.2 Collaboration and Technology

As shown below on the fig.4.2 and table 4.6 the result indicate that the major collaboration and
technological components significantly weak. It ensures that the current project management
practice needs ongoing, timely, cost-effective, reliable and sustainable performance
improvements in all facets of its operations in managing utility and road infrastructure project
management system. Makes effective use of data from automated and smart systems, and learns
from performance monitoring. Minimizes resource use, loss, and impacts from day-to-day
operations, and reduces all forms of waste. Maintains awareness of information and operational
technology developments to anticipate and support timely adoption of improvements. Is aware of
and adopts in a timely manner operational and technology improvements, including operational
technology and information technology. Manages and utilizes data from automated and smart
systems. . IT-based capacity building can be much more effective than traditional deployment
practices.

Table4. 6 Institutional Level Collaboration

Organization Collaboration &Technology

Response
Name Poor Weak Good Strong Total
Ethio telecom Frequency 4 27 23 6 60
% 6.7% 45.0% 38.3% 10.0%
Ethio electic Frequency 7 32 15 1 55
% 12.7% 58.2% 27.3% 1.8%
AAWSA Frequency 12 31 7 0 50
% 24.0% 62.0% 14.0% 0.0%
AACRA Frequency 5 26 31 3 65
% 7.7% 40.0% 47.7% 4.6%
Source: Own survey (2019)

41
 Challenges Implementing Integrated Infrastructure Project Management System]

Fig.4. 2 Collaboration &Technology

Source: Own survey (2019)

The study shows that almost all institution has no proactive engagement with stakeholders early
on can help identify sources of support and opposition systematically, and facilitate better
alignment of project design and configuration, thereby aiding smoother implementation and to
decrease the conflict created among the interdependence infrastructure projects and to create
effective coordination and collaboration relationships among stakeholders .
From lesson learnt open ended questionnaire the respondents major opinion regarding; “What
primary benefits would be derived from the utilization of integrated infrastructure project
management system related technologies and methods” The most respondents mentioned the
following summarized primary benefits would be expected:

• Increase flexibility to access different types of information from different situations

across the organization
• Improved operation and maintenance performance
• Information format would keep standardization
• Improved use of resources
• Greater efficiency in information collection and in information use for accelerated
decision making

42
 Challenges Implementing Integrated Infrastructure Project Management System]

• New functionality or improved visibility arising through integration of diverse

information

4.3.3 Integration and Project Governance

As indicated below on the table 4.7 the majority of the respondents agreed on the construction
stage for the current institutional integration with 62.2% and 42.2%on planning stage. The
remaining maintenance stage result shows that almost no integration among institutions. While
considering the recently increased city’s urbanization has needed significant levels of investment
to address the challenges of the ageing infrastructure and growing demand. But, the survey data
implies that less practice in integrating at planning stage across the sector. Despite, institutional
integration at planning stage has a significant role in combining resource across the sector,
minimizing scarce resource wastage and creating good governance. At specific institutional level
ethio telecom has more practice at planning stage with 66.7%.The other key Construction
integration stage more implemented across the sector.

Table4. 7 Institutional integration level

Organization Name

Integration Ethio telecom Ethio electric AAWSA AACRA Total

Level Colum
n Column
Coun Column Column Column Valid Valid N
t Valid N % Count Valid N % Count Valid N % Count N% Count %
At planning stage 8 66.7% 3 27.3% 4 4 30.8 19 42.2%
44.4%
%
At construction 5 41.7% 9 81.8% 5 55.6% 9 69.2 28 62.2%
stage %

Maintenance stage 0 0.0% 2 18.2% 1 11.1% 0 0.0% 3 6.7%

Total 12 100.0% 11 100.0% 9 100.0% 13 100.0 45 100.0

% %

Source : Own survey(2019)

43
 Challenges Implementing Integrated Infrastructure Project Management System]

Unexpectedly, the above survey result shows very poor (6.7%) level of institutional integration
at maintenance stage which implies how the current intuitional practice has major contribution
on frequent road and side walk way damage by utilities construction and damage caused one
utilities on the other. Moreover, this poor maintenance practice has significant indirect impact on
socio- economic related problem such wasted productive working time ,unplanned each utilities
maintenance caused services interruption and serious quality problem the consequence critically
affect the city’s tax payer income it creates challenges on the municipality to collect the city’s
revenue through taxation for which it support the city’s future infrastructure development
program. Therefore, the current institutional integration practice should be improved to create
effective integrated infrastructure project management system.

In drawing the findings the assessment indicate that institutions have a gap in strategic decision-
making to supports the alignment of organization’s capability to meet the challenges during
initiation and delivery of a project and coordinating with other utilities project.

Table4. 8 Data Integration Level

Organization Name

Ethio Ethio
telecom electric AAWSA AACRA Total
No Yes No Yes No Yes No Yes No Yes
Between chosen 25.0 75.0% 45.5% 54.5% 10.0 90.0% 15.4% 84.6% 23.9 76.1
information system module % % % %
At enterprise level 58.3 41.7% 72.7% 27.3% 90.0 10.0% 100.0 0.0% 80.4 19.6
% % % % %
Spatial data exchange 100. 0.0% 81.8% 18.2% 100. 0.0% 61.5% 38.5% 84.8 15.2
0% 0% % %

Source : Own survey (2019)

As it could be seen on Table 4.8 68.3% data integration among stakeholder interaction are being
made between a chosen information system modules. It ensures that fragmented way of data
exchange and interaction since the data integration at enterprise level shows 17.65% only.

4.3.4 Infrastructure Project Delivery

As illustrated below on the fig 4.3 the percentage frequencies draw ranking Design-Build
(32.61%),Design-Bid-Build (30.43%) and Public-Private Partnership respectively for the best fit
infrastructure project delivery approach. According to (Christof, 2015) (investment in

44
 Challenges Implementing Integrated Infrastructure Project Management System]

infrastructure and public service delivery has traditionally been the sole domain of governments
around the world and also to the huge cost of investment and the fact that the returns on such
investments take a longer time to be realized which constraint the practice of PPP project
delivery approach. On the other side DB and DBB mostly used on large and complex
infrastructure projects mainly to minimize risk and reduce conflict of interest between project
actors and stakeholders. Thus, from the above figure and literature review the DB and DBB are
more preferred that fit the current complex project nature.

Fig.4. 3 Infrastructure Project delivery

Source: Own survey (2019)

4.3.5 Project Governance and Regulatory Authority

However, the city’s infrastructure proclamation (Addis Ababa City Council, 2017) state two
major needs for the establishement of reguatory from which (1)It is foud nessesary to ensure the
compliance of works of infrastructure construction development permit and control,which is
modernized ,efficient and synergized,does have a typical share in making the city’s to paly
internationnaly competive and attractive role as capital city of the country and also (2)to put in
place the organizational structure that enables to solve the ill coordination that has been existing
within the development actors operating in the city and other problem tampering with the

45
 Challenges Implementing Integrated Infrastructure Project Management System]

development of the city with the view to reaching this goal by realizing the medium term and
long term spatial urban plan and socio-economic development of the city government, but from
the interview and from the above organizational capacity assessment it is clearly indicates
understood that the current regulatory body does have organizational structure and equipped
with efficient technology which are necessary for supporting planning and decision making.

The regulatory respondents’ from the regulatory authority claim against the utilities Service
Providers on the integration issues for which they are responding to the coordination letters on
time ,excavating roads and walk ways without construction permit and not delivering properly
what they agreed on common memorandum of understanding. On the other side utility service
providers revealed the regulatory authority does not have the institutional and technological
capacity to collaboration coordinate and integrate the infrastructure project.
During the interview with the regulatory authority higher officials propose and mentioned that to
create integrated infrastructure project management system there should be a common central
budget plan database, all sector design come to regulatory authority built by sole contractor in
design and build project delivery approach and from the nature of project complexity there
should be political leaders support at sector level. Moreover, consolidated policy accounts lack
of integrity and working culture, system that adapting regulation to address emerging problems,
changing circumstances, and new information in regulated infrastructure sectors Therefore, one
can draw the current statutory organ is weak institutional capability.
In general the finding shows that the regulatory authority does not has organized structure and
no technological capacity which is compatible to integrate ,coordinate and control the
infrastructure project construction . Besides, the permits given were not based on adequate
information and database.
From lesson learnt questionnaire through open ended regarding “what the project lesson was
taken from the existing infrastructure project management practice” the most theme raised by the
most respondents generalized that the current as the organizational culture or norms do not
have practice of taking lesson from previous completed project and making project performance
review. Following these as individuals few respondents mentioned that mainly poor mind set up
regarding using public resource utilization and it is exposed to high wastage, lack of
commitments to coordination among each stakeholders and poor planning. And some of the
respondents mentioned that using utility corridor structures has a potential benefits for are to
provide easy access and known location for all utilities in the road corridor. This reduces the
likelihood of damage during subsequent road construction or maintenance projects and flexibility

46
 Challenges Implementing Integrated Infrastructure Project Management System]

and economical for future expansion since the structure can easily provide additional space for
future utility utilization and expansion without significant additional costs.

4.3.6 Major Challenge in Applying Integrated Project Management System on

Urban Infrastructure projects
As indicated below on the table4.9 most of the respondents strongly agree lack of effective
decision support tools, poor long term planning and lack of cooperation and coordination with
the percentage of 60.9%, 80.4% and 52.2% respectively as a primary challenges for integrated
project management system. The remaining variable such as limitation -of organ capacity in
terms of technology and lack of central database system resulted the second most significant
variable .The effect of these challenges was manifested on mainly resource wastage and poor
utilities service provision and primary cause of the project delay.

Table4. 9 Challenge for integrated project Management System

Major Challenge Variable

Disagree Neutral Agree Strongly Agree
Poor long term planning 0.0% 0.0% 39.1% 60.9%
Limitation of organ capacity in terms of 0.0% 0.0% 54.3% 45.7%
technology
Lack of central database system 0.0% 13.0% 41.3% 45.7%
Lack of effective decision support tools 0.0% 0.0% 19.6% 80.4%
Lack of cooperation & coordination 0.0% 2.2% 45.7% 52.2%
across sectoral organization
Unfit project delivery approach 2.2% 43.5% 45.7% 8.7%

Source : Own survey(2019)

47
 Challenges Implementing Integrated Infrastructure Project Management System]

CHAPTER FIVE

5 CONCLUSION AND RECOMMENDATIONS

5.1 Conclusion

The main goal of this study was to identify the critical challenges for the integrated infrastructure
projects management system on major city’s utility service providers (ethio telecom, ethio
electric and water supply), AACRA and City infrastructure construction regulatory authority.
Although, the nature of infrastructure project management comprised of multi stakeholder,
interdependent and complex nature requires considerable time and participation of different
stakeholder. The assessment made based on the predetermined major attributes which could
affect the effectiveness and efficient of project management system and it is tried to identify the
integrated project management system challenge in the context intuitions level, technical level
infrastructure project management practice gap .Those factors constitute
intuitional current capacity which incorporates the organizational structure, project planning;
communication and information technology in supporting decision making on budget and plan,
central data base data and information exchange and the City’s infrastructure integration,
construction, permit and control authority with respect to its capacity to enforce the law and
coordinate all project stakeholder during new project development and maintenance stage.
The current institutional capacity gap impinge with organizational structure almost all
institutions do not have primarily concerned department for utilities infrastructure project
implementation and maintenance and rehabilitation management .In addition, they have no clear
project participants roles and responsibilities. These factors create inconsistency of utilities
project administration and become a challenge for effective and integrated projects management
inter and across the sector.
Most previous studies has identified that the information and communication technology related
challenges has significant contribution for inefficient decision making, poor long and short term
infrastructure development planning and data and information exchange barrier for intra sectoral
coordination and cooperation. The research findings show that the current institutions
technological capacity does not fit the current complex and interdependent of the city
infrastructure project nature. Thus, it is found to be substantial the technological advancement
which is compatible, cost effective and flexible and could be adopted contextually to create

48
 Challenges Implementing Integrated Infrastructure Project Management System]

effective and efficient integrated infrastructure project management system. Though, it requires a
considerable time resource and cost,

Regarding the city’s regulatory authority the research finding reveals that the regulatory
authority‘s current institutional capacity lack organizational structure and also has no
technological support and facilitate for decision making, planning and coordination. Thus, the
finding clearly indicates that the regulatory authority needs institutional capacity building to
achieve its establishment mission and objective. Unless, the regulatory authority enforce the law
and project compliance during project development and each project execution stage, the
utilities institutions’ poor awareness of integration and coordination, lack of top management
commitment become a serious challenge for integrated infrastructure project implementation.

In general, the study findings identified the major challenges infrastructure project management
which provides an important insight to utility service providers, policy makers and Regulatory
authority. In addition, the study characterized the current project management system as
disorganized and fragmented utilities infrastructure project implementation across the sector
which cannot be successfully executed using traditional project management system and unfit
project delivery approach which are often rely on high bureaucracy organizational structure, poor
technological support and inflexible project management processes.
Moreover, while the study compared against the previous studies, it shows different dimension in
terms technological decision making supportive tools and shared common database system
adoption for creating common platform. Despite, different literature and empirical studies
mentioned delivering infrastructure projects has been challenging because of the enormous
degrees of uncertainty, complexity, lack of integration among institutions and stakeholder and
urgency and poor planning often associated with them. Their consequence caused a growing
frequent road and road walk way side damage and huge resource wastage including adverse
impact on city socio-economic.
Therefore, the Government (City administration /Municipality and Regulatory Authority),
Project Sponsors (owners and operators of the assets),and their Project delivery stakeholder
(prime contractors and Consultants) and research institute need to explore innovative new ways
of managing large infrastructure projects to achieve successful outcomes and add value over the
whole life cycle, from design through project execution to operations. It would be recommended
that the further research to explore how to implement the compatible information technology
developments in partnership with private IT- Technology Company and adopting contextually
and the institutional level.

49
 Challenges Implementing Integrated Infrastructure Project Management System]

5.2 Recommendations
Implementing effective integrated infrastructure project management system across the sector
requires a reasonable approach to tackle those identified critical challenges could be
recommended as key constituents including:
I. Utilities service providers Institutional Capability Dimension, as the findings implies that
almost all institutes lack strategic direction to enable each institutional capacity harmonized
level of integration.
▪ There should be delineating the strategies, structures, and capabilities of new forms of
organizations involved in infrastructure project delivery such as systems integrators,
owner/operators, delivery partners, joint ventures, and PPPs.
▪ There is a definite need of establishing new forms of cooperation and coordination to
deliver infrastructure projects, such as integrated projects teams, relational contracts, and
partnering arrangements.
▪ There should be elaborated the transformational potential of digital information
communication technology such central database for an appropriate data sharing and
exchange platform; Planning, budgeting and scheduling; networked website to create
effective and efficient infrastructure project management system.
▪ There should be provided an effective decision making tools for defining and managing
the risks, uncertainties, stakeholders, and complexities encountered in infrastructure
delivery, from front-end planning to project execution
▪ There is a critical need of joint performances and top management commitment within
the overall process of utility infrastructure project implementation in the city’s
development program.
▪ The organizational structure of every institution should be rearranged that enable to give
space for efficiency and effectiveness to facilitate lateral relation among different
stakeholders.
▪ Willingness and commitment to work jointly among infrastructure authorities should be
enhanced.
▪ There should be continuous awareness and organizational capacity building workshop
among different stakeholders.

50
 Challenges Implementing Integrated Infrastructure Project Management System]

Addis Ababa City Road Authority

▪ Currently, there is a definite need for constructing major underground utilities

infrastructure by integrating with the new city’s road project development within the
utility corridor, despite the strategic partnerships between utility providers and AACRA
based on only memorandum of understanding which creates contractual complication
and challenge in controlling the cost, relevant project data and specifically institutional
business strategy does not be taken into consideration.
▪ AACRA should established effective road corridor management system which
accommodates utilities development, operation and management of urban infrastructure
for future expansion and maintenance. Since the current system wide process gap
between AACRA and major utility service providers.
Technological Recommendation

▪ There is a need of free flow of information to yield integration greater compatibility

which allows data and information to be accessed and/or transferred from one system to
another and from one sector to another.
▪ There is critical needs of decision-making tools to support administrators and engineers
in making objective management decisions effectively and efficiently in order to achieve
the ultimate goal of an infrastructure project management system.
.
▪ There should be a better technological solution which is cost effective ,flexible and
adaptive infrastructure project management and maintenance to create effective
integration which reduces the overall resource wastage and coordinated and standardized
system development costs through software coding.
▪ There should be Agency-wide standardization of software to make the future integration
system more effective.
▪
Regulatory Authority
▪ The first most important implication is that the establishment of a regulatory entity that is
responsible to integrate construction, permit and control of infrastructure projects at a
city level. Despite, the regulatory entity has required the full power that enforces laws
pertaining to disruption of projects.
▪ The other important issue the regulatory authority needs be organized with other utilities
service providers in a clear strategic alignment and well technologically equipped to
enable and facilitate its core integration, controlling and permitting activities while

51
Challenges Implementing Integrated Infrastructure Project Management System]

integrating construction of infrastructure projects by different service rendering

organizations.
▪ Moreover it would be better if the regulatory authority creates partnerships with national
and international research institute and IT-companies to support the organizational and
human resource capacity buildings with the primary focus to produce a useful
management tool which designed to support informed decision-making for development
of infrastructure project planning budgeting, design and implementation across each
sectors. It could be most important for chief executives, mayor and council, and other
top management of major institutions in the city to adopt the best practice and
infrastructure project management.

▪ It needs emphasized the necessity for Regulatory authority t to produce such a holistic
plan that is able: to capture dependencies between sectors, and balance requirements for
new project development, maintenance, rehabilitation, and renewal of existing
infrastructure.
▪ The capacity gap in planning calls for creating structured coordination and facilitation
mechanisms for the coordination and exchange of information, insights and priorities
during the course of the consultations phase for plan preparation.
▪ The regulatory authority needs transformational improvement in its coordination power
of the city’s infrastructure planning .Since, the research result shows that high
discrepancy between demand for coordination vs. coordination practices.
▪ A high level and virtual co-ordination committee with the necessary legal background,
procedures and mechanisms that can work actively should be re-established and
decentralization of works and power has to be practiced at different level.
▪ Develop the appropriate organizational structure and systems to realize the vision and
mission;

52
6 REFERNCES
Addis Ababa City Council. (2017). AA City Government Infrastructure Development Coordination &
Construction Permit &control Authority Establishemnet Proclamation. ADDIS NEGARI GAZETA .

Andrew. (2008). Developing a Comprehnsive Infrastucture Managemnet System. Infrastrucure System .

MATHEWOS Consult. (2006). Integrated Urban Infrastructure and Service Planning Manual. fedral Urban
Planning Institute .

Us enviromental protection agency. (2007). Continual Improvement Utility Management. Chicago: Ross
& Associates Enviromental Consulting,Ltd.

World Federation of Engineering Organization. (2010). Capacity Building In the Engineering Environment.
WFEO.

Zahmin.Z. (1998). Development if integrated infrastructure management system. Center for

Transportation Research .

Addis Ababa City Council. (2017). AA City Government Infrastructure Development

Coordination & Construction Permit &control Authority Establishemnet Proclamation. ADDIS
NEGARI GAZETA .

Andrew. (2008). Developing a Comprehnsive Infrastucture Managemnet System. Infrastrucure

System .

Attila. (2004). An Integrated Management Information System for construction Project.

Acadamia .

Bruce. (2006). Integrated Project management. maryland: Mc Graw Hill companies.

Christof, K. &. (2015). Towards Resourse Effecient and Service oriented Integrated
Infrastructure operation. Scincedirect .

Cigre. (2008). Integrated Management Information in Utilities. Distribution .

Desta. (2017). Can procedures Avoid Mess On Masive Infrastructure Development. The
Ethiopian Herald .

Ethelbert. (2016). Independent Regulatory Agencies in Coordination of PPP & other economic
Institiution. Living Reference .

Ethipian Fedreal House of Public Represnatives. (2014). Federal Integrated Infrastructure

Coordination establishemnt proclamation. Federal Negarit Gazette .

Hailmareyam. (2011). The Intra and Inter Sectorial Integration.

53
Halfawy. (2008). Integration of Manicipual Information Asset Process:Challenge & solution.
Computing in Cuvil Engineering .

Invensis. (2017). Challenges in Stablishing an Integrated Project management System. Arvinda

Rongala.

James, H. &. (2015). PROSPECTS OF PUBLIC-PRIVATE PARTENERSHIP IN ETHIOPIA. Dddis Ababa:

UNDP.

Jenifer. (2015). Managing change in the delivery of complex projects. Scincedirect .

Mahlet. (2014). Cause & effects of poor Inter sectorial Linkage in Infrastructure Development.

MATHEWOS Consult. (2006). Integrated Urban Infrastructure and Service Planning Manual.
fedral Urban Planning Institute .

Oluwole. (2017). Assessing Smart Infrastructure for sustainable Urbandevelopment in the

Lagos. Urban Managemnet .

Redman. (2007). Developing an integrated Management System. (p. Module 5). International
Atomic Energy Agency.

Roelich. (2014). Towards resource-effecient and service-oriented integrated infrastructure

operation . Technological Forecasting & Social Change .

Rudolph. (2012). Infrastructure System Interdepndencies and Risk informed Decision Making.
Center for Infrastructure and Engineering Management .

Shimeles. (2007). Assesement of Horizontal and vertical Integration among Stakehoder in

sustainabilty of infrastructure project in addis Ababa. Scince Direct .

Sivo, D. (2010). Decsion -Support Tools for Manicipual Infrastructure Maintenanace Manageme.
ScinceDirect .

Thomas. (2017). Necessities and challenges tostrengthen the regional infrastructure resilence
within the city cluster. Procedia Engineering .

Us enviromental protection agency. (2007). Continual Improvement Utility Management.

Chicago: Ross & Associates Enviromental Consulting,Ltd.

Yirsaw. (2012). The problem Urban Utility Infrastructure provsion In Ethiopia.

54
7 APPENDICES
Appendix I: Questionnaires

Appendix II: Declaration

Appendix III: Endorsement

55
 Appendix I Questionnaire
St. Mary’s University
SCHOOL OF GRADUATE STUDIES

Questionnaire
Introduction
Thank you in advance for your valuable inputs. The objective of this study is to assess the current
challenge on integrated infrastructure project management system inter and intra sectorial level
among major utility service providers (i.e. ethio -telecom ,ethio – electric ,Addis Ababa Water Supply
) ,Addis Ababa City Road Authority(AACRA) and Addis Ababa City Integrated Infrastructure Permit
and Control Authority. This questionnaire is addressed inter sectoral Utility Service Providers’
departments (Planning, Budget and Finance, Construction and Maintenance Management) This
questionnaire only used for academic purpose.

If you need further explanation, you can contact me through the address indicated below:
Tibebe Seife Mobile Number: +251-0911502421 Email: [email protected]

Part -I RESPONDANT SPECIFIC QUESTIONS

Educational  Diploma  First Degree  Masters  Other
1 (Specify)
Qualification

2 Work Experience

Organization
3
Name

4 Current Position

your primary area of  Design  Construction  Operations  Other(S

5 pecify)
work &Maintenanc
e

What discipline do you  Planning  Utilities  Contract  Other(S

work in Admin. pecify)

56
 Part II ORGANIZATIONAL CAPACITY QUESTIONS

Capacity Area 1 : Organizational Structure & Coordination

Questions Yes No If your answer is No, please explain the

reasons in the space provided below

7 Does the Organizational structure

support the organization’s mission,
vision, and values?

Does the Organizational structure

8 clearly define project management
team roles and responsibilities?

Does the Organizational chart

clearly shows project performance
reporting levels and
9
communication channels, the
decision making levels within the
organization?

Is there a focal

department/division primarily

concerned to the new

1
0 infrastructure development project

and rehabilitation and maintenance

project?

57
 Does your organization has  If Yes, what level of decision level? If No,
What
aligned organizational and
meth
administrative structure which od
support accelerated decisions  On sharing information among used
stakeholders, ?
making with other sector?
 On accelerate the response time,
1
 On interdependency-related system
1
awareness,

Capacity Area 2: Over all Planning Process

Does the organization incorporate an  If yes what are the tools?  If No,
 Usage of ERP system (type, why ?
Integrated Infrastructure management
processing of data, intended support
tools in planning and budgeting
1
for the project)
process?
2
 Usage of GIS tools for ascertaining
project impacts and making decisions
 If others (Specify)
Does the organization currently  If Yes (Specify) If No
utilized tools for support strategic how such
 Advisory team decision
planning
1 decision for future new
 A central infrastructure database being
3
project development, rehabilitation made?
system
and maintenance?
 Other(Specify)

Capacity Area 3: Communications Strategy

Is there an integrated communication  If Yes, what are the  If No, What

communication techniques guide for
14 plan for Integrated infrastructure project
for : communicatio
development that contains external and Internal n
 Email

58
 internal strategies of communication?  Formal Letter
 Telephone
External
 Formal Letter
 Website
 Joint Meeting

Level of Current Practice Performance

0) N/A (Not applicable) )

1) Poor, requires substantial improvement
2) Weak, requires improvement
3) Good, will benefit from improvement
4) Strong, meets present needs

Assessment of current Practice integrated infrastructure projects

Part III
management system (Please answer by putting “” mark in the table below boxes)

Assessment Area 1: Relationship with stakeholder and Regulatory Authority

Question Poor Weak Good Strong N/A

What level your organization in performing strategic alliances

relationships with other Utilities, Road Authority and
1.
Regulatory Authority?

How well your organization has established relationships with

stakeholder in solving the root causes problems of the
2.
integrated infrastructure project implementation?

3. How efficient your organization possessing project

communication plan, information sharing, and dissemination
strategies to inform, accelerated decision making?

4. How routinely your organization shared the Information about

current or planned utilities services and results with project
beneficiary and other stakeholders.

Assessment Area 2: Project design and implementation practice

59
5. Does the organization develop and submit proposals, budgets, and
implementation plan summit timely for Addis Ababa infrastructure
integration Authority?

6. To what extent your organization collaborated with other utility

service providers‘actors to design and implement projects with
complementary services?

Assessment Area 3 : Integrated Project Management System Practice : (Collaboration,

Technology, project governance and data integration)

7. How efficient the current collaboration across Utilities institution and

Road Authority and Regulatory agencies system in Planning,
Implementing and data exchange

8. How effective the organizational information technology system for

infrastructure project management for human resources, budgets and
data storage/archiving?

9. How effective the current legal instruments and the established Addis
Ababa City’s regulatory authority capacity to create integration of
infrastructure projects?
10. How extensive is the commitment of the organization executive
management to timely and successful completion of the project?
11. What degree of integration with externalities, such as other project,
system or organization?
12. How well and clearly the projects align with organization’s mandate
and strategic outcome?
For which project factors does the new  Appropriate representation for If any
established project governance structure stake holder management challenge
13.
and regulatory authority extensively  Planning and budgeting (Please
support? decision making process describe)
 Determining role and
responsibilities of the main
actors
 information sharing

Are there potential difficulties to access  If yes, what are the factors ?  If No, explain
and share the required quality and timely what strategy

60
14. available data?  Lack of technologies you are
 The antitrust , applying ?
 Confidentiality and privacy issue
 Liability issues,
 the law enforcement
 Other please describe

15. What is level of data integration?  Between chosen information what challenges
system modules. during data
 At the enterprise levelSpatial data
integration
exchange between organizations

What current level of integration with  At planning Stage What do you

other stakeholder?  At construction stage propose (explain)
16.  Maintenance
 If other(Specify)

Are there a prior effort to develop a central If yes, what is the current If No what is the
data base system among utility providers, status? future plan?
17.
City Road Authority and Regulatory
Authority?
Which project delivery method/approach  Design -Build, Explain Why?
do you think is best suited for  Design -Bid-Build ,
 Construction Management
infrastructure project management?
18.  Agency Approach
 Public Private Partnership(PPP)

What are major Challenge in Applying Integrated Project Management System on Urban
Infrastructure projects?
19.
Major Challenges Disagree Neutral Agree Strongly Agree

a. Poor Infrastructure Project long term

Planning
b. limitation organization capability in
terms of system ,technology and
strategies
c. Lack of cooperation and coordination

61
 across sectoral organizational

d. Lack of central database system for data

& information exchange , planning and
decision ,making
e. Lack of effective decision support tools
to enable strategic analysis and
planning.
f. Poor/unfit project delivery approach

Part IV : BEST PRACTICE

20. If you have any lesson learnt from with respect to current project management practice?

21. In your view, what are the primary benefits derived from the utilization of integrated infrastructure project
management system related technologies and methods?

22. What gaps do you identified during integrating the infrastructure regarding the Addis Ababa infrastructure
integration permit control authority?

62
 Appendix II:
Declaration

I, the undersigned, declare that this thesis is my original work, prepared under the guidance of
.All sources of material used for the thesis have been duly acknowledged. I further confirm that
the thesis has not been submitted either in part or in full to any other higher learning institution
for the purpose of earning any degree.

_____________________ ___________________________

Name Signature

St. Mary’s University College, Addis Ababa May, 2019

63
 Appendix III:
Endorsement

This thesis has been submitted to St. Mary’s University College, School of Graduate Studies for
examination with my approval as a university advisor.

_______________________ ________________________

Advisor Signature

St. Mary’s University College, Addis Ababa May, 2019

64