Assessing the impact of stakeholder engagement in the success of project management: a case study of the Guinness Ghana Breweries Local Raw Material Project
This study was conducted to assess if stakeholder engagement strategy employed in the Guinness Ghana Breweries Local Raw Material project had an impact in the successful execution of the project. Key focus was given to the scale up phase in 2012. This project intended to significantly substitute imported raw material like Barley with local substitutes such as Sorghum, Maize and Cassava by developing local supply chains across Ghana to feed their production site. Purposive sampling technique was used to select five (5) key frontline project team members who worked on the project. These frontline project team members were subjected to a focused group discussion with the aid of a semi structured interview guide to identify the factors that went into the stakeholder engagement strategies developed and used in the execution of the project. Outputs from the focused group session was subjected to a confirmation test by way of a structured questionnaire administered to approximately seventy-five (75) stakeholder respondents randomly selected. At the end of the study, 92% of respondents gave feedback on the options presented to them. Sixty (60) % agreed that a combination of influence, stake in the project and political influence where the main factors that affected the stakeholder engagement strategy. Majority of respondents also agreed to stakeholder expectation being the critical success criteria for projects as was depicted by the linear line in the results. The data was further subjected to a regression analysis to test the level of significance between responses from success criteria and stakeholder engagement strategies. At the end of the study, it was revealed that the P-value was greater than the alpha implying stakeholder engagement strategies adopted by the project had an impact on the project‟s success. It was recommended the stakeholder engagement process should be embedded at the early stages of the project and reviewed iii iv throughout the project life cycle. It is recommended further study be carried out to added to the current literature gap.
A thesis submitted to the Department of Construction Technology and Management, Kwame Nkrumah University of Science and Technology in partial fulfillment requirement for the Award of Master of Science in Project Management.
Stakeholder, Engagement, Project, Strategy