The effect of project management practice on project performance: In the case of Ethiopian Electric Power Gilgel Gibe-III project

This study examines the impact of project management practices on project performance at the Gibe-III project under Ethiopian Electric Power. A quantitative approach using descriptive and explanatory designs was applied, with data collected from 44 employees. Descriptive statistics revealed neutral responses across seven of eight practice dimensions, with end-of-phase review meetings scoring highest (M = 3.80). Regression analysis showed that 81.8% of performance variation was explained by the identified dimensions (R² = 0.818). Significant predictors included project planning (B = 0.194), implementation (B = 0.138), monitoring and evaluation (B = 0.120), stakeholder engagement (B = 0.113), continuous improvement (B = 0.264), and review meetings (B = 0.278). Procedural documentation and communication were not statistically significant. The study recommends strategic emphasis on planning, implementation, evaluation, continuous improvement, and review mechanisms to enhance project outcomes.