Project Management Effectiveness In Relation To Post Merger Integration The Case Of Ethiopian Construction Design And Supervision Works Corporation

number of strategies to deal with raising efficiency and productivity. One of such strategies is to enter into mergers or acquisitions (M&A). However, it has been reported that many companies fail to meet the expected synergy value and it takes longer time to achieve better performances. It is also known that integration processes during the post-merger integration period are critical to synergistic effects and performance of the merged companies over time. The Ethiopian Construction Design and Supervision Works Corporation (ECDSWCo) is the result of the amalgamation of three formerly independent public enterprises. As a project-driven professional service giving organization, its business is structured around the delivery of projects; and project management (PM) is the business itself. An extensive review of M&A and PM literatures conducted and the key factors for successful integration and project management effectiveness identified. Then the post-merger integration (PMI) and project management (PM) practices of the company examined for the possible correlation between the PMI success and its effect in the project management effectiveness of the company; with the hope to developing a usable framework that can be adopted. Concurrent mixed methods, which involve collecting analyzing and interpreting data using both quantitative and qualitative methods, are applied to draw empirical data from 36 project management staff of ECDSWCo. The results are statistically analyzed for reliability and correlation using SPSS, Cronbach's alpha reliability test and Bi-variate correlation tests. The results showed statistically significant positive correlations between PMI and a positive influence of PMI and its contributing variables on PME.

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