Evaluating Project Scope Change on Objectives at Omantel Dissertation

This dissertation presents a detailed data analysis of the effects of project scope changes on project objectives at Omantel Telecommunications. The research, based on a survey of 120 employees, explores the implications of scope changes using quantitative analysis, tables, and visual aids such as bar graphs and pie charts. The study examines demographic data, including gender, age, and academic qualifications, along with the employees' tenure within the organization. Key findings reveal employee perceptions on the frequency of scope changes, the need for changes during project implementation, and the challenges posed by such changes in project planning and execution. The analysis further investigates the impact of time changes on project quality and how scope changes ultimately affect project objectives. The research concludes by assessing the relationship between achieving project objectives and overall project success within Omantel, providing valuable insights into the company's project management practices and their impact on business outcomes.

Running head: DISSERTATION
Dissertation
Evaluating the effect of project scope change on project objectives at Omantel Company
Student’s name:
Name of the university:
Author’s note

DISSERTATION 1
Chapter 4: Data analysis
4.1 Introduction
In this chapter, detailed data findings and analysis has been explained. Data findings have
been presented in tables and the data also be presented visually with the help of the excel bar
graph, column graph, pie-charts and line diagram. Data findings have been analysed in light of
the literature review in order to understand the implication of the project scope change on the
project objectives. The researcher has conducted a detailed survey of 120 employees of Omantel
Telecommunications and in this chapter, total 30 close-ended questions have been analysed. The
survey questions contain demographic details of the participants. Quantitative analysis has been
done based on the descriptive statistics using mainly Likert Scale.
4.2 Primary Data Analysis
The researcher has conducted a survey of 120 employees of Omantel
Telecommunications. In this section, the primary data of the survey have been presented in tables
and excel graphs.
4.2.1 Demographic Data Analysis
1. Gender of the respondents.
Options Number of
respondents
Response percentage
(%)
Total Respondents
Male 85 70.83% 120
Female 35 29.16% 120
Table 4.2.1: Gender of the respondents

DISSERTATION 2
70.83%
29.16%
Gender of respondents
Male
Female
Figure 4.2.1: Pie chart showing gender of the respondents
This table and graph show that in Omantel Telecommunications, number of male
employees is higher than the women. Among the 120 respondents, 85 respondents were male and
35 employees were females. It is noted that in the telecommunication sector, number of female
employees is lesser than the male employees that highlight the characteristic of the workplace of
Omantel.
2. Age of the respondents
Options Number of
respondents
Response percentage
(%)
Total Respondents
20-30 years 35 29.16% 120
31-40 years 25 20.83% 120
41-50 years 20 16.66% 120
51-60 years 30 25% 120
61 and above 10 8.33% 120

DISSERTATION 3
Table 4.2.2: Age group of the respondents
20-30 years
31-40 years
41-50 years
51-60 years
61 and above
0.00% 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 age
group are there. Age group between 20 and 30 is prevalent that signifies that young
generation is recruited by the Omantel. Moreover, 51-60 age groups were also present in
Omantel as the 25% of the respondents were from that age group. In a project, various aged
people work in harmony in Omantel that span across 20 to above 61.
3. Academic qualifications of the respondents
Options Number of
respondents
Response percentage
(%)
Total Respondents
Certificate 45 37.50% 120
Diploma 35 29.16% 120
Bachelor degree 20 16.66% 120
Masters’ Degree 15 12.50% 120
PhD 05 4.16% 120

DISSERTATION 4
Table 4.2.3: Academic qualification of the respondents
Certificate Diploma Bachelor degree Masters’ Degree PhD
0.00%
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 respondents
Figure 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 do
Diploma and Certificate courses in Telecommunications. Certificate course and diploma
courses help a person to gain particular knowledge of a subject that makes them compete for
a role. Bachelor degree and Masters' degree courses people are also among the employees. In
order to complete a project, employees have to work under the project managers who have
specific knowledge of the subject.
4. How long have been working at this organisation?
Options Number of
respondents
Response percentage
(%)
Total Respondents
Less than 6
months
27 22.50% 120
Less than 1 year 43 35.83% 120
2-5 years 30 25% 120

DISSERTATION 5
More than 5 years 20 16.66% 120
Table 4.2.4: Work tenure of the employees
Less than 6 months Less than 1 year 2-5 years More than 5 years
0.00%
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 Omantel
In Omantel Telecommunications, a number of new employees are higher and it shows
that Omantel recruits frequently. This finding clears the fact that retention of the employees
is not high in Omantel as employees’ tenure who have been working in Omantel less than
one year is high (35.83%). The project is completed by the new employees in Omantel
Telecommunication under the supervision of Project managers.
4.2.2 Quantitative Data Analysis
1. Omantel organisation often has project scope change
Options Number of
respondents
Response percentage
(%)
Total Respondents
Strongly agree 28 23.33% 120
Agree 22 18.33% 120

DISSERTATION 6
Neutral 04 3.3% 120
Disagree 46 38.33% 120
Strongly disagree 20 16.66% 120
Table 4.2.1: Responses on project scope change
Strongly agree
Agree
Neutral
Disagree
Strongly disagree
0.00% 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 frequent
project scope change. More than 38% respondents disagreed with the fact that Omantel does face
frequent project scope change. Omantel management plans the project discussing every aspect of
it and these are executed in project charter phase. The project managers manage, document and
control the project change. Sometimes, the projects of Omantel extend the project timelines and
it results to increase the project cost. Therefore, Omantel management focuses mainly on project
scope and objectives from the very beginning. More than 16% respondents disagreed that project
scope change is regular in Omnatel. On the contrary, 23.33% of the respondents also agreed that
project scope change occurred as the project managers sometimes modify the initial project

DISSERTATION 7
scope. 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, organisations
have to go through many projects to expand the business and networks, If Omantel does not get
interrupted due to project scope change and it is beneficial for the organisation to stick to
previous objectives.
2. Changing project scope is needed during implementation of projects
Options Number of
respondents
Response percentage
(%)
Total Respondents
Strongly agree 32 26.66% 120
Agree 28 23.33% 120
Neutral 05 4.16% 120
Disagree 35 29.16% 120
Strongly disagree 20 16.66% 120
Table 4.2.2: Changing project scope during implementation of project
Strongly agree
Agree
Neutral
Disagree
Strongly disagree
0.00% 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 projects

DISSERTATION 8
Figure 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 is
needed 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 the
respondents agreed on the fact. These days change is constant and their needs a change for some
reason. In Omantel, project scope is needed because Government of Oman has entered into WTO
and business benefits changed with the time. The project managers must do proper planning and
it is needed to ensure that planning must not suffer because of lack of stakeholder engagement.
Omantel has been into projects and as Omantel has entered into a contract to give network
services to leading airports of Oman. These projects have not been into project scope change till
now as the project managers smartly followed safety and security. On the other side, more than
29% respondents disagreed with the fact that project scope change is needed as they believed
that project managers must analyse risks, resources of the organisations, schedule of the projects
and corrective actions needed during the project.
3. Project scope change cause challenges in the project planning and execution stages
Options Number of
respondents
Response percentage
(%)
Total Respondents
Strongly agree 46 38.33% 120
Agree 44 36.55% 120
Neutral 02 1.66% 120
Disagree 18 15% 120
Strongly disagree 10 8.33% 120
Table 4.2.3: Project scope change challenges in project planning

DISSERTATION 9
Strongly agree Agree Neutral Disagree Strongly disagree
0.00%
5.00%
10.00%
15.00%
20.00%
25.00%
30.00%
35.00%
40.00%
38.33% 36.55%
1.66%
15.00%
8.33%
Project scope change cause challenges in the
project planning
Figure 4.2.3: Column graph showing project scope change challenges in project planning
It has been observed from the above graph that most of the employees agreed (36.55%)
on the fact that project scope change poses challenges for the company in executing project
planning. In today’s business world change is an important factor and it is needed to execute
properly without damaging the reputation of the company. Project scope change is a structured
approach and it is a challenge for the teams, individuals and for the project managers to handle
the fact. Project scope change poses challenges to an organisation as when project scope change
occurs, it creates a cone of uncertainty to the project. More than 38% of the respondents believed
that project scope change can impact on project execution as the project managers need to define
the goals first with adequate accountability. Omantel project managers do not try to make the
project uncertain as they make clear what the features of the project that need changes are. Plans
and predictions may change that can impact on requirement priorities in Omantel when the
project managers handle a project.
4. Project time change has effects on project quality

DISSERTATION 10
Options Number of
respondents
Response percentage
(%)
Total Respondents
Strongly agree 37 30.83% 120
Agree 33 27.50% 120
Neutral 02 1.66% 120
Disagree 20 16.66% 120
Strongly disagree 28 23.33% 120
Table 4.2.4: Project time change impacts on project quality
30.83%
27.50%
1.66%
16.66%
23.33%
Project time change has effects on project
quality
Strongly agree
Agree
Neutral
Disagree
Strongly disagree
Figure 4.2.4: Pie chart showing project time change impacts on project quality
In telecommunications, organisations have to go through the projects and their projects need
changes as the government rules and business needs change with the time. If the projects get less
time to complete, the quality will hamper accordingly. The respondents agreed (27%) on the fact
that less time can impact on project quality. Less time in a project incurs more risk as planning is
not done properly and execution is needed correctly. More than 30% respondents in Omantel

DISSERTATION 11
strongly agreed that time change in a project can impact on project quality as sudden project
creep can delay the project to finish. Projects follow timescale and they need to adjust the time.
Project scope change makes delay in completing the project and objectives of the project that has
been finalised in the earlier stage cannot be met. 23% of the respondents strongly disagreed with
the fact that project time change does not hamper the quality of the project as it just makes
difference in time. On the other side, project management triangle concept is associated with
time, cost and quality of a project. These three concepts are interlinked and if one of the variable
changes, other two will definitely hamper for this. Project time change impacts on project life-
cycle, therefore, it may impact on inherent quality of the project.
5. Project scope change can affect project objectives at the end
Options Number of
respondents
Response percentage
(%)
Total Respondents
Strongly agree 56 46.66% 120
Agree 28 23.33% 120
Neutral 02 1.66% 120
Disagree 24 20% 120
Strongly disagree 10 8.33% 120
Table 4.2.5: Project scope change can affect project objectives