Browsing by Author "Zhang Jilong"

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    China's Project Management Practices and Challenges in Ethiopia's Infrastructure Construction Projects
    (Mekelle University, 2025-12-28) Zhang Jilong
    China’s emergence as Ethiopia's leading infrastructure partner, largely through the Belt and Ro ad Initiative (BRI) and state-backed investments, has transformed the Ethiopian landscape with large-scale projects like railways, industrial parks, and roads. China's substantial engagement Ethiopia's infrastructure sector has been a key driver of Ethiopia's rapid development, but it a lso presents a unique context for project management within the country. The general objective of the study is to critically examine and assess the unique project management (PM) practices employed by Chinese firms in Ethiopian infrastructure construction projects and the associated significant challenges encountered during implementation in reference to the ten knowledge areas categorized by PMBOK. Adopting a descriptive, mixed-methods approach, the study analyzed quantitative data from 67 purposively selected respondents using SPSS and Excel, alongside qualitative insights from semi-structured interviews with 12 key stakeholders (Chinese managers, Ethiopian government officials, and project engineers with direct experience related to project management) and extensive secondary document analysis. Then, the data is presented quantitatively using descriptive statistics with the help of table, figure, chart, frequency, percentage, mean score and standard deviation. The findings of the study indicate that that Chinese firms usually employ a "China Speed" PM methodologies and practices characterized by rapid mobilization, high resource intensity, and centralized decision-making, enabling them to meet aggressive deadlines. However, these practices face considerable challenges, particularly in the local opera ting environment. The primary constraints on project success of Chinese companies stem from the "Land-Finance-Bureaucracy" nexus of external friction inherent in Ethiopia's unstable operational environment. The most critical constraints include land acquisition (Right-of-Way) delay s, financial constraints (e.g., foreign exchange shortages and payment issues), and pervasive administrative and bureaucratic delays in securing essential permits, approvals and clearances. Beyond these systemic institutional challenges, projects are also vulnerable due to market and planning weaknesses, amplified by the Chinese firms' critical internal flaw of inaccurate initial cost estimates and a centralized "command-and-control" model lacks the maturity required for effective stakeholder management. And the study recommends that the Chinese companies shift from a "command and-control" system to a "collaboration-and-formalization" model to enhance PM maturity and the Ethiopian governments must improve project readiness and institutional governance to maximize local economic benefits and ensure sustainable project outcomes.