logo

Dissertation Evaluating the Effect of Project Scope

   

Added on  2019-10-30

47 Pages9140 Words170 Views
Running head: DISSERTATION Dissertation Evaluating the effect of project scope change on project objectives at Omantel CompanyStudent’s name:Name of the university:Author’s note

1DISSERTATIONChapter 4: Data analysis4.1 IntroductionIn this chapter, detailed data findings and analysis has been explained. Data findings havebeen presented in tables and the data also be presented visually with the help of the excel bargraph, column graph, pie-charts and line diagram. Data findings have been analysed in light ofthe literature review in order to understand the implication of the project scope change on theproject objectives. The researcher has conducted a detailed survey of 120 employees of OmantelTelecommunications and in this chapter, total 30 close-ended questions have been analysed. Thesurvey questions contain demographic details of the participants. Quantitative analysis has beendone based on the descriptive statistics using mainly Likert Scale. 4.2 Primary Data Analysis The researcher has conducted a survey of 120 employees of OmantelTelecommunications. In this section, the primary data of the survey have been presented in tablesand excel graphs. 4.2.1 Demographic Data Analysis1. Gender of the respondents.OptionsNumber of respondentsResponse percentage (%)Total RespondentsMale8570.83%120Female3529.16%120Table 4.2.1: Gender of the respondents

2DISSERTATION71%29%Gender of respondentsMaleFemaleFigure 4.2.1: Pie chart showing gender of the respondentsThis table and graph show that in Omantel Telecommunications, number of maleemployees is higher than the women. Among the 120 respondents, 85 respondents were male and35 employees were females. It is noted that in the telecommunication sector, number of femaleemployees is lesser than the male employees that highlight the characteristic of the workplace ofOmantel. 2. Age of the respondentsOptionsNumber of respondentsResponse percentage (%)Total Respondents20-30 years3529.16%12031-40 years2520.83%12041-50 years2016.66%12051-60 years3025%12061 and above108.33%120Table 4.2.2: Age group of the respondents

3DISSERTATION20-30 years31-40 years41-50 years51-60 years61 and above0.00%5.00%10.00%15.00%20.00%25.00%30.00%29.16%20.83%16.66%25.00%8.33%Age group of the respondents Figure 4.2.2: Bar graph showing age group of the respondents From the above graph, it has been noticed that in Omantel, people from various agegroup are there. Age group between 20 and 30 is prevalent that signifies that younggeneration is recruited by the Omantel. Moreover, 51-60 age groups were also present inOmantel as the 25% of the respondents were from that age group. In a project, various agedpeople work in harmony in Omantel that span across 20 to above 61. 3. Academic qualifications of the respondents OptionsNumber of respondentsResponse percentage (%)Total RespondentsCertificate4537.50%120Diploma3529.16%120Bachelor degree2016.66%120Masters’ Degree1512.50%120PhD054.16%120Table 4.2.3: Academic qualification of the respondents

4DISSERTATIONCertificateDiplomaBachelor degreeMasters’ DegreePhD0.00%5.00%10.00%15.00%20.00%25.00%30.00%35.00%40.00%37.50%29.16%16.66%12.50%4.16%Academic qualification of the respondentsFigure 4.2.3: Column showing academic qualification of the respondents It has been noticed from the above table and graph that employees in Omantel mainly doDiploma and Certificate courses in Telecommunications. Certificate course and diplomacourses help a person to gain particular knowledge of a subject that makes them compete fora role. Bachelor degree and Masters' degree courses people are also among the employees. Inorder to complete a project, employees have to work under the project managers who havespecific knowledge of the subject. 4. How long have been working at this organisation?OptionsNumber of respondentsResponse percentage (%)Total RespondentsLess than 6months 2722.50%120Less than 1 year4335.83%1202-5 years3025%120More than 5 years2016.66%120Table 4.2.4: Work tenure of the employees

5DISSERTATIONLess than 6 months Less than 1 year2-5 yearsMore than 5 years0.00%5.00%10.00%15.00%20.00%25.00%30.00%35.00%40.00%22.50%35.83%25.00%16.66%Work tenure of the employees Figure 4.2.4: Column showing tenure of the employees in OmantelIn Omantel Telecommunications, a number of new employees are higher and it showsthat Omantel recruits frequently. This finding clears the fact that retention of the employeesis not high in Omantel as employees’ tenure who have been working in Omantel less thanone year is high (35.83%). The project is completed by the new employees in OmantelTelecommunication under the supervision of Project managers. 4.2.2 Quantitative Data Analysis1. Omantel organisation often has project scope change OptionsNumber of respondentsResponse percentage (%)Total RespondentsStrongly agree2823.33%120Agree2218.33%120Neutral043.3%120Disagree4638.33%120Strongly disagree2016.66%120Table 4.2.1: Responses on project scope change

6DISSERTATIONStrongly agreeAgreeNeutralDisagreeStrongly disagree0.00%5.00%10.00%15.00%20.00%25.00%30.00%35.00%40.00%23.33%18.33%3.30%38.33%16.66%Responsess on project scope chnage Figure 4.2.1: Bar graph showing responses on project scope change This bar graph shows that most of the employees believe Omantel does not have frequentproject scope change. More than 38% respondents disagreed with the fact that Omantel does facefrequent project scope change. Omantel management plans the project discussing every aspect ofit and these are executed in project charter phase. The project managers manage, document andcontrol the project change. Sometimes, the projects of Omantel extend the project timelines andit results to increase the project cost. Therefore, Omantel management focuses mainly on projectscope and objectives from the very beginning. More than 16% respondents disagreed that projectscope change is regular in Omnatel. On the contrary, 23.33% of the respondents also agreed thatproject scope change occurred as the project managers sometimes modify the initial projectscope.A lesser percentage of the respondents opined that project creep occurs in Omantel,therefore, it is a healthy sign for the organisation. In telecommunication industry, organisationshave to go through many projects to expand the business and networks, If Omantel does not get

7DISSERTATIONinterrupted due to project scope change and it is beneficial for the organisation to stick toprevious objectives. 2. Changing project scope is needed during implementation of projectsOptionsNumber of respondentsResponse percentage (%)Total RespondentsStrongly agree3226.66%120Agree2823.33%120Neutral054.16%120Disagree3529.16%120Strongly disagree2016.66%120Table 4.2.2: Changing project scope during implementation of projectStrongly agreeAgreeNeutralDisagreeStrongly disagree0.00%5.00%10.00%15.00%20.00%25.00%30.00%35.00%26.66%23.33%4.16%29.16%16.66%Changing project scope during implementation of projectsFigure 4.2.2: Bar graph showing changing project scope during implementation of project Most of the respondents (29.16%) disagreed on the fact that project scope change isneeded in the implementation of the project. The project managers draft a project accurately,however, in some circumstances, it is needed to change project scope and 26.66% from therespondents agreed on the fact. These days change is constant and their needs a change for some

End of preview

Want to access all the pages? Upload your documents or become a member.

Related Documents
Data Analysis of Performance Appraisal System and Employee Performance at Ministry
|36
|3270
|428

The Level of e-training readiness at Sultan Qaboos University: Basis for a proposed paradigm shift
|33
|5096
|275

Effect of Transactional and Transformational Leadership Styles on Staff Performance
|24
|3827
|27

Data Analysis: Understanding Social Media Marketing and its Impact
|19
|4154
|30

Gender Differences in Academic Motivation in University Students
|45
|8901
|46

Effective Business Communication in Workplace
|22
|2688
|68