Abstract: | This study focuses on evaluating the practice of project planning within the Commercial Bank of
Ethiopia in the case of building maintenance projects in Addis Ababa. Data for the study were
collected from the bank's Building maintenance office, employing a census approach due to the
manageable size of the office staff. A descriptive research approach was utilized to address the
research questions derived from a comprehensive review of existing literature. Descriptive
statistics were employed to analyse the data obtained through a structurally designed
questionnaire. The findings of the study reveal that the project planning processes within the
Commercial Bank of Ethiopia building maintenance office are predominantly performed poorly.
Additionally, the study identifies significant shortcomings faced by the bank building
maintenance office during the project planning process. These shortcomings include inadequate
and ineffective project time management, lack of integration between projects, absence of
experienced project managers, scarcity of qualified and experienced project teams, inadequate
project management training, ineffective and insufficient communication between project
managers and team members, and the absence of documented lessons learned and best
practices. To address these issues, the study offers several recommendations which are
comprehensive planning, stakeholder engagement, clear objectives and deliverables, realistic
timeframes and milestones, risk management .resource allocation, monitoring and evaluation
and human resource development within the Building maintenance office. By addressing the
identified challenges and implementing the recommended measures, the Building maintenance
office department can enhance the efficiency and effectiveness of its project planning processes
and contribute to successful execution and completion of projects that leads to the overall
organizational performance and development of the bank that will in turn contribute to the
development of the country. |