Factors Influencing Renewable Energy Project Management Success

This report presents an analysis of factors influencing renewable energy project management, based on a survey of 200 participants. The study examines various aspects, including participant demographics, project management criteria, and factors related to project integration, scope, time, quality, cost, human resources, communication, procurement, risk, and stakeholders. Key findings reveal that 'Support for Top Management' is the main criteria for success in Project Management, 'Monitor and Control of Project Work' is the main critical factor of success with respect to Project Integration, and 'Control of Project Scope' is the main critical factor of success with respect to Project Scope. Furthermore, 'Estimate Activity Resources and Duration' is the main critical factor of success with respect to Project Time Management, 'Audit and Control Project Requirement, and Quality Checklist' are the main critical factors of success with respect to Project Quality Management, 'Estimation of Project Cost and Budget' is the main critical factor of success with respect to Project Cost Management, 'Identifying Project Roles Responsibilities and Required Skill' is the main critical factor of success with respect to Project Human Resource Management, 'Application of Information Management System' is the main critical factor of success with respect to Project Communication, 'Procurement Inception and Audit' is the main critical factor of success with respect to Project Procurement, 'Risk Probability and Impact Assessment' is the main critical factor of success with respect to Project Risk, and 'Well-defined Stakeholder Management Plan' is the main critical factor of success with respect to Project Stakeholders. The report provides detailed tables and figures illustrating participant responses and highlights key factors for project success in Oman.

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CHAPTER FOUR & CHAPTER FIVE
CHAPTER FOUR
4.1. ANALYSIS OF THE GENERAL INFORMATION OF PARTICIPANT
This study collected the participants’ general information with regards to their current
professional occupation, age, gender, professional qualification, work experience, team size and
the duration of their current projects. The distribution of the participants’ general information is
presented in Table 1: Summary of the Participants’' General Information below. The highlighted
figures in Table 1: Summary of the Participants’' General Information below represent the
highest percentages for each of the aspects of the participants’ general information.
Table 1: Summary of the Participants’' General Information
Frequency Percent
Current Professional
Occupation of Participant
Electrical Engineer 20
Program Director 26 13
Project Engineer 38 19
Project Manager 23 11.5
Renewable Engineer 32 16
Team Member 61 30.5
Total 200 100
Age
20-30 34 17
31-40 86 43
41-50 59 29.5
Above 51 21 10.5
Total 200 100
Gender
Female 82 41
Male 118 59
Total 200 100
Qualifications Bachelor Degree 67 33.5
Diploma 19 9.5
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Master Degree 88 44
Others 3 1.5
PHD or Higher 23 11.5
Total 200 100
Work Experience
1 to 3 Years 91 45.5
4 to 6 Years 70 35
Above 6 Years 10 5
Less Than a Year 29 14.5
Total 200 100
Team Size
0 to 10 members 38 19
11-20 members 94 47
21-30 members 36 18
31-40 members 19 9.5
40 and above 13 6.5
Total 200 100
Duration of Current
Project
1 to 2 Years 60 30
2 to 3 Years 69 34.5
3 to 4 Years 55 27.5
Above 4 Years 16 8
Total 200 100
4.2. ANALYSIS OF RENEWABLE ENERGY PROJECT MANAGEMENT FACTORS
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4.2.1. CRITERIA OF RENEWABLE ENERGY PROJECT MANAGEMENT
The participants’ response on the aspects of the criteria of renewable energy project management
is summarized in Table 2: Criteria of Renewable Energy Project Management and Figure 1:
Criteria of Renewable Energy Project Management below. Considering the criteria that most
participants strongly agreed with we observe that 43% of the participants strongly agreeing with
Support for Top Management, hence Support for Top Management is the main criteria for
success in Project Management in Oman.
Table 2: Criteria of Renewable Energy Project Management
Strongly
Disagree
Disagree Neutral Agree Strongly
Agree
Competence of project
manager
0% 0% 36.5% 38.5% 25.0%
Competence of project team
members
0% 0% 38.5% 40.5% 21.0%
Stability of political
environment
0% 0% 24.0% 39.5% 36.5%
Support of top management 0% 0% 16.0% 41.0% 43.0%
Effective coordination of
project activities
0% 0% 32.5% 34.0% 33.5%
Competence and adequate
support from a project
consultant
0% 0% 40.5% 24.0% 35.5%
Access to organizational
resources
0% 0% 31.0% 37.5% 31.5%
Compliance with the rules and
procedures
0% 0% 21.5% 43.5% 35.0%
Stability of economic
environment
0% 0% 33.0% 44.5% 22.5%
Project managers technical
capabilities
0% 0% 34.5% 43.5% 22.0%
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Figure 1: Criteria of Renewable Energy Project Management
4.2.2. PROJECT INTEGRATION
The participants’ response on the aspects of project integration is summarized in Table 3: Project
Integration and Figure 2: Project Integration below. Considering the aspect of Project Integration
that most participants strongly agreed with we observe that 37.5% of the participants strongly
agreed with Monitor and Control of Project Work, hence Monitor and Control of Project Work is
the main critical factor of success with respect to Project Integration.
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Table 3: Project Integration
Strongly
Disagre
e
Disagree Neutral Agree Strongly Agree
Develop Project
Agreement and
Management Plan
0.00% 0.0% 30.5% 39.5% 30.0%
Direct and Manage
Project Work
0.00% 12.5% 32.0% 40.0% 15.5%
Monitor and Control
Project Work
0.00% 0.0% 42.5% 20.0% 37.5%
Perform Integrated
Change Control
0.00% 0.0% 26.0% 39.0% 35.0%
Close Project or
phase
0.00% 8.5% 38.0% 28.5% 25.0%
Figure 2: Project Integration
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4.2.3. PROJECT SCOPE
The participants’ response on the aspects of project scope is summarized in Table 4: Project
Scope and Figure 3: Project Scope. Considering the aspect of Project Scope that most
participants strongly agreed with we observe that 37% of the participants strongly agreed with
Control of Project Scope, hence Control of Project Scope is the main critical factor of success
with respect to Project Scope.
Table 4: Project Scope
Strongly Disagree Disagree Neutral Agree Strongly Agree
Plan Project Scope
Management
0% 0% 31.5% 40.5% 28.0%
Collect Requirement
of Project Scope
0% 0% 27.0% 37.5% 35.5%
Defining the Project
Scope
0% 0% 29.5% 40.0% 30.5%
Control Project Scope 0% 0% 19.5% 43.5% 37.0%
Figure 3: Project Scope
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4.2.4. PROJECT TIME MANAGEMENT
The participants’ response on the aspects of project time management is summarized in Table 5:
Project Time Management and Figure 4: Project Time Management below. Considering the
aspect of Project Time Management that most participants strongly agreed with we observe that
37% of the participants strongly agreed with Estimate Activity Resources and Duration, hence
the estimation of activity resources and duration is the main critical factor of success with respect
to Project Time Management.
Table 5: Project Time Management
Strongly
Disagree
Disagre
e
Neutral Agree Strongly Agree
Plan Develop and
Control Project
Schedules
0% 2.5% 24.0% 38.5% 35.0%
Define and Sequence
the Project Activities
0% 1.5% 32.0% 34.0% 32.5%
Estimate Activity
Resources and
Duration
0% 2.5% 24.5% 36.0% 37.0%
Figure 4: Project Time Management
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4.2.5. PROJECT QUALITY MANAGEMENT
The participants’ response on the aspects of project quality management is summarized in Table
6: Project Quality Management and Figure 5: Project Quality Management below. Considering
the aspect of Project Quality Management that most participants strongly agreed with we observe
that 29.5% of the participants strongly agreed with Audit and Control Project Requirement, and
Quality Checklist. Hence, auditing and controlling project requirements, and having a quality
checklist are the main critical factors of success with respect to Project Quality Management.
Table 6: Project Quality Management
Strongly
Disagree
Disagre
e
Neutral Agree Strongly Agree
Identify the Quality
Requirement for the
Project
0% 0.0% 32.5% 46.5% 21.0%
Audit and Control
Project Requirement
0% 2.0% 29.0% 39.5% 29.5%
Monitoring and
Recording the Result
of Executing the
Quality Act
0% 0.0% 39.5% 40.0% 20.5%
Quality Checklist 0% 0.0% 34.5% 36.0% 29.5%
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Figure 5: Project Quality Management
4.2.6. PROJECT COST MANAGEMENT
The participants’ response on the aspects of project cost management is summarized in Table 7:
Project Cost Management and Figure 6: Project Cost Management below. Considering the aspect
of Project Cost Management that most participants strongly agreed with we observe that 41.5%
of the participants strongly agreed with Estimation of Project Cost and Budget. Hence,
estimation of project cost and budget is the main critical factor of success with respect to Project
Cost Management.
Table 7: Project Cost Management
Strongly Disagree Neutral Agree Strongly Agree
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Disagre
e
Well defined Cost
Plan
0% 0.0% 29.0% 34.0% 37.0%
Estimation of Project
Cost and Budget
0% 2.0% 18.5% 38.0% 41.5%
Cost Control Activity 0% 0.0% 33.0% 44.0% 23.0%
Figure 6: Project Cost Management
4.2.7. PROJECT HUMAN RESOURCE MANAGEMENT
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The participants’ response on the aspects of project human resource management is summarized
in Table 8: Project Human Resource Management and Figure 7: Project Human Resource
Management below. Considering the aspect of Project Human Resource Management that most
participants strongly agreed with we observe that 41.5% of the participants strongly agreed with
Identifying Project Roles Responsibilities and Required Skill. Hence, Identifying Project Roles
Responsibilities and Required Skill is the main critical factor of success with respect to Project
Human Resource Management.
Table 8: Project Human Resource Management
Strongly
Disagree
Disagree Neutral Agree Strongly Agree
Identifying Project
Roles
Responsibilities and
Required Skill
0% 0.0% 21.5% 37.0% 41.5%
Confirming Human
Resource Availability
0% 0.0% 29.0% 49.5% 21.5%
Clear Organizational
Chart and Position
Descriptions
0% 0.0% 22.5% 39.5% 38.0%
Develop Project and
Management Team
0% 4.0% 34.0% 23.0% 39.0%
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Figure 7: Project Human Resource Management
4.2.8. PROJECT COMMUNICATION
The participants’ response on the aspects of project communication is summarized in Table 9:
Project Communication and Figure 8: Project Communication below. Considering the aspect of
Project Communication that most participants strongly agreed with we observe that 44.5% of the
participants strongly agreed with Application of Information Management System. Hence,
Application of Information Management System is the main critical factor of success with
respect to Project Communication.
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Table 9: Project Communication
Strongly
Disagre
e
Disagree Neutral Agree Strongly Agree
Communication
Requirement
Analysis
0% 0.0% 29.5% 31.0% 39.5%
Application of
Information
Management System
0% 0.0% 12.0% 43.5% 44.5%
Application of
Communication
Model and
Technology
0% .5% 43.0% 41.5% 15.0%
Control
Communication
System
0% 0.0% 27.0% 43.0% 30.0%
Figure 8: Project Communication
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4.2.9. PROJECT PROCUREMENT
The participants’ response on the aspects of project procurement is summarized in Table 10:
Project Procurement and Figure 9: Project Procurement below. Considering the aspect of Project
Procurement that most participants strongly agreed with we observe that 42% of the participants
strongly agreed with Procurement Inception and Audit. Hence, Procurement Inception and Audit
is the main critical factor of success with respect to Project Procurement.
Table 10: Project Procurement
Strongly Disagree Disagree Neutral Agree Strongly Agree
Procurement
Evaluation
Techniques
0% 0% 45.0% 22.5% 32.5%
Procurement
Negotiations and
Performance Review
0% 0% 37.5% 41.0% 21.5%
Procurement
Inception and Audit
0% 0% 28.5% 29.5% 42.0%
Monitor Procurement
Payment
0% 0% 39.5% 38.5% 22.0%
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Figure 9: Project Procurement
4.2.10. PROJECT RISK
The participants’ response on the aspects of project risk is summarized in Table 11: Project Risk
and Figure 10: Project Risk below. Considering the aspect of Project Risk that most participants
strongly agreed with we observe that 35.5% of the participants strongly agreed with Risk
Probability and Impact Assessment. Hence, Risk Probability and Impact Assessment is the main
critical factor of success with respect to Project Risk.
Table 11: Project Risk
Strongly Disagree Disagree Neutral Agree Strongly Agree
Identify and Plan
Risk Categorization
and Management
0% 0% 33.0% 39.5% 27.5%
Maintain Project
Risks Register
0% 0% 31.0% 51.5% 17.5%
Plan Risk Responses 0% 0% 44.0% 21.0% 35.0%
Risk Probability and
Impact Assessment
0% 0% 37.0% 27.5% 35.5%
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Figure 10: Project Risk
4.2.11. PROJECT STAKEHOLDERS
The participants’ response on the aspects of project stakeholders is summarized in Table 12:
Project Stakeholders and Figure 11: Project Stakeholders below. Considering the aspect of
Project Stakeholders that most participants strongly agreed with we observe that 36% of the
participants strongly agreed with Well-defined Stakeholder Management Plan. Hence, Well-
defined Stakeholder Management Plan is the main critical factor of success with respect to
Project Stakeholders.
Table 12: Project Stakeholders
Strongly
Disagree
Disagre
e
Neutral Agree Strongly Agree
Identify Stakeholders
Interest Levels
0% 9.0% 27.0% 30.0% 34.0%
Conduct Stakeholder
Analysis
0% 0.0% 34.5% 33.5% 32.0%
Well defined
Stakeholder
Management Plan
0% 0.0% 29.0% 35.0% 36.0%
Effective 0% 0.0% 31.5% 36.5% 32.0%
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CHAPTER FOUR & CHAPTER FIVE
Communication
between Project
Stakeholders
Figure 11: Project Stakeholders
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CHAPTER FIVE
5.1. CONCLUSION
The analyses above reveal that in Oman:
1. Support for Top Management is the main criteria for success in Project Management. The
top management of any project represents the key decision making organ for the project.
The top management is tasked with ensuring that a project runs smoothly from the
inception stage to the completion stage. Although the top management may delegate
tasks to junior members in the project, the approval for decisions made by the junior
member still has to be made by the top management. Hence, the responsibility for the
project remains with the top management and thus proper support for the top
management will enable the project to be completed successfully.
2. Monitor and Control of Project Work is the main critical factor of success with respect to
Project Integration. It is important for all aspects of a project to be linked throughout the
period of the project work. Monitoring and controlling all aspects of the project work
makes it possible for the aspects to be linked and thus integrated. Through monitoring
and controlling the project work the chances of resource wastage in a project are reduced,
resulting in efficiency in terms of resource utilization. This is in addition to enabling the
project team to achieve the project milestones, since it also reduces time wastage. Hence,
focusing on the monitoring and controlling the project work guarantees proper project
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CHAPTER FOUR & CHAPTER FIVE
integration and consequently improves the chances of the project being completed
successfully.
3. Control of Project Scope is the main critical factor of success with respect to Project
Scope. Project scope informs the extent to which a project intends to cover, thereby
influencing the time frame and resource allocation for the project. The development and
adoption of a reasonable project scope also determines the expectations of the project.
Therefore, controlling the project scope becomes important in maintaining the resource
usage within the budget and managing the expectations for the project. These two are key
in minimizing the pressure on the project teams, hence allowing them to successfully
complete the project.
4. The estimation of activity resources and duration is the main critical factor of success
with respect to Project Time Management. Effective time management in carrying out
projects enables the project teams to achieve the project milestones and beat the project
deadline. Estimation of activity resources and project duration forms a vital part of
project time management. Having the accurate estimates for resources required
eliminates the likelihood of stoppage of project work due to limited resources. Accurate
estimation of the duration of the project, on the other hand, allows for achieving of
milestones and meeting of project deadlines without the need for extending the timelines
for the project. These therefore contributes to the proper project time management and in
turn the successful completion of the project within the time frame.
5. Auditing and controlling project requirements and having a quality checklist are the main
critical factors of success with respect to Project Quality Management. Meeting the
quality expectations of a project presents the project as a successful undertaking. In order
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to meet the quality expectations of a project, there is need for sufficient auditing and
controlling of the project requirements. This is supplemented by preparing a quality
checklist which the project will be compared against at regular intervals to ensure the
quality requirements are met. These two factors are therefore vital in project quality
management and meeting the quality expectations for the project to be considered
successful.
6. The estimation of project cost and budget is the main critical factor of success with
respect to Project Cost Management. Cost management in projects affects all other
aspects of the project. Proper cost management ensures that milestones are achieved with
deadlines and quality met at the completion of the project. The cost management process
starts at the estimation of project cost and budget stage. If accurate estimations are made
for the project cost and budget, then the project cost management is guaranteed and the
chances of a successful project completion are increased.
7. Identifying project roles responsibilities and required skill is the main critical factor of
success with respect to Project Human Resource Management. Having qualified and
skilled personnel for the tasks involved in a project plays an important role in both
project quality and project timelines. Good quality work will be done for the project if
skilled and qualified individuals are hired. Also professionals are more likely to meet
project timelines since they are familiar with the project work. Thus, project human
resource management should be centered around being able to determine what skills the
project requires, hiring individuals with the skills and ensuring that they are assigned
roles and responsibilities that are within their areas of specialization. This would increase
the success rate of the project.
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8. Application of Information Management System is the main critical factor of success
with respect to Project Communication. Effective project communication is essential in
ensuring the smooth running of a project. This applies for both vertical and horizontal
communication, depending on the preferred modes of communication for the project
team. Information management systems are critical in coordinating the flow of
information on the preferred communication modes. The application of information
management systems boosts project communication and hence contribute to the smooth
and successful completion of projects.
9. Procurement Inception and Audit is the main critical factor of success with respect to
Project Procurement. Project procurement is important since it affects both cost and
quality management. The procurement process should be a reflection of the project
budget as well as the quality expectations of the project. This implies that procurement
has to be commenced (inception) on time and proper auditing done to ensure that the
quality expectations are met within the project budget. Hence, the procurement and audit
enables the project procurement process in delivering a successfully completed project.
10. Risk Probability and Impact Assessment is the main critical factor of success with respect
to Project Risk. Although all aspects of a project may have been considered from human
resource to time management, for successfully completing a project, the project may still
be exposed to risks. These risks may threaten the success of a project. In order to avoid
risks, exhaustive analysis have to be done to identify potential risks and measures
developed to either prevent or counter such risks. Counter measures should also be in
place for the case of unknown risks. This is achieved by considering the risk probability
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CHAPTER FOUR & CHAPTER FIVE
as well as assessing the impact of such risks on the project. Hence analyzing project risk
using risk probability and impact assessment improves the likelihood of project success.
11. Well-defined Stakeholder Management Plan is the main critical factor of success with
respect to Project Stakeholders. After considering all other aspects of the project, it is
important to evaluate the project process from the stakeholders’ points of view.
Developing a well-defined stakeholders’ plan achieves this by merging the project
process and the stakeholders’ points of view. This is critical to the success of the project
since it earns the stakeholders’ confidence and trust which in turn provides the project
team with a good working environment to actualize a successful project.
The summary for the aspects of the renewable energy projects in Oman for which the
participants strongly agreed with is given in Table 13: Aspects with the Biggest Percentages of
Strongly Agree below. We conclude that the critical factor, application of information
management system is the most strongly agreed with aspect of project work followed by the
criteria, support for top management.
Table 13: Aspects with the Biggest Percentages of Strongly Agree
Aspect Biggest
Percentage
of Strongly
Agree
Support of top management (Criteria) 43%
Monitor and Control Project Work 37.50%
Control Project Scope 37%
Estimate Activity Resources and Duration 37%
Audit and Control Project Requirement 29.50%
Quality Checklist 30%
Estimation of Project Cost and Budget 41.50%
Identifying Project Roles Responsibilities and Required Skill 41.50%
Application of Information Management System 44.50%
Procurement Inception and Audit 42%
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Risk Probability and Impact Assessment 35.50%
Well defined Stakeholder Management Plan 36%
The chart in Figure 12: Aspects with the Biggest Percentages of Strongly Agree gives a priority
analysis for the aspects in Table 13: Aspects with the Biggest Percentages of Strongly Agree by
allocating percentages. We conclude that since the differences in percentages are not greater than
5%, then all the aspects from Table 13: Aspects with the Biggest Percentages of Strongly Agree
are equally essential for project success.
Figure 12: Aspects with the Biggest Percentages of Strongly Agree
5.2. RECOMMENDATIONS
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Thus, for the case of Oman, renewable energy projects can be improved by ensuring:
1. Increased support for the top management of the renewable energy project teams. This
can be achieved by the project stakeholders having more confidence and trust in the
abilities of the project team to deliver a successful project.
2. The project works are properly monitored and controlled as well as controlling the
project scope. The top management of the project will have to play an oversight role for
the project work beyond the assignment of roles and responsibilities to the junior team
members.
3. Proper estimation of activity resources, duration, project cost and budget. Accurate
estimation is largely dependent on the analysts assigned the task and the models used for
the estimation process. Therefore, reliable analysts have to be hired for the estimation as
well as application of the best fit models for the estimation of activity resources, duration,
project cost and budget.
4. The projects that have quality checklists with the requirements being audited and
controlled. Quality checklists will have to be developed at the start of the project to
inform on the project budget and subsequent checks made to ensure that the checklist is
being followed for the entire duration of the project.
5. Projects identify project roles, responsibilities and required skills. The hiring process will
have to be thorough so as to avoid mismatch in personnel and skill requirement which
would otherwise derail the project and affect the quality.
6. Information management systems are applied for the projects. Prior to the start of the
project work, the information management system will have to be in place. This will
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ensure that there is proper communication from the inception stage of the project thereby
giving the project a firm start.
7. Proper procurement inception and audits are carried out for the projects. The procurement
process will have to be on time and in accordance with the project requirements to avoid
extreme cost fluctuations and delays.
8. Risk probability and impact assessment is carried out for the projects. Reliable risk
analysts have to be hired for the determination of the risk probability and impact
assessment.
9. The projects have a well-defined stakeholder management plans. This stakeholder
management plan has to be in place before the project work begins. This will be essential
in ensuring that the stakeholders feel that they are part of the project from inception to
completion.
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