ADDIS ABABA UNIVERSITY SCHOOL OF COMMERCE

GRADUATE PROGRAM

MA IN PROJECT MANAGEMENT

Challenges of Managing Multiple Construction Projects

Simultaneously in the Case of SI Construction PLC

BY: SUMEYA SEID

JUNE 2023

ADDIS ABABA, ETHIOPIA

 Challenges of Managing Multiple Construction Projects
Simultaneously in the Case of SI Construction PLC

BY: SUMEYA SEID

A RESEARCH PROJECT SUBMITTED TO ADDIS ABABA UNIVERSITY SCHOOL OF

COMMERCE IN PARTIAL FULFILLMENT OF THE REQUIREMENT FOR THE AWARD
OF MASTER OF ARTS IN PROJECT MANAGEMENT

Advisor: Dr. Abdurezak Mohammed

JUNE 2023

ADDIS ABABA, ETHIOPIA

 Approval Page

Challenges in Managing Multiple Construction Projects Simultaneously in the Case of SI

Construction PLC

BY: SUMEYA SEID

Approved by the Board of Examiners

Advisor Name Signature Date

________________ ________________ ________________

Internal Examiner Name Signature Date

________________ ________________ ________________

External Examiner Name Signature Date

________________ ________________ ________________

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Statement of Declaration

I, Sumeya Seid, state that this project work entitled “Challenges in Managing Multiple
Construction Projects Simultaneously in the Case of SI Construction PLC” is carried out in
partial fulfillment to gain Degree of Masters of Art in Project Management with the guidance
and support of the project work advisor Abdurezak Mohammed (Dr.). I have followed all ethical
standards while conducting the project work and have duly and properly acknowledged all
references and sources. I have conducted this project work by my own and it is not submitted for
any Degree or Master program in this or any other institutions.

Sumeya Seid

Signature _________________

Date____________________

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Statement of certification

This is to certify that this research work by Sumeya Seid, entitled “Challenges in Managing
Multiple Construction Projects Simultaneously in the Case of SI Construction PLC” is
submitted in partial fulfillment of the requirements for the degree of Master of Arts in Project
Management. This work complies with the regulations of the university and meets the accepted
standards with respect to originality and quality.

Abdurezak Mohammed (PHD)

Signature _________________

Date____________________

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Acknowledgment

Praise be to God the Almighty, the most Gracious and the most Merciful, for his abundant
blessings.

I would like to express my sincere gratitude to my advisor, Dr. Abdurazak Mohammed for his
constructive comments and suggestions to the success of this study from the very beginning to
end. I am also grateful for the wide-ranging support from SI Construction PLC Office. Finally, I
would like to express my love and gratitude to all my family members for their support and care
throughout my study.

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Table of Content

Contents
Acknowledgment ................................................................................................................................... iv
Table of Content...................................................................................................................................... v
Abstract................................................................................................................................................. vii
CHAPTER ONE: INTRODUCTION ...................................................................................................... 1
1.1. Background of the study........................................................................................................... 1
1.2. Study Case Company ............................................................................................................... 2
1.3. Statement of the problem.......................................................................................................... 3
1.4. Research questions ................................................................................................................... 4
2. How do these challenges affect the cost, scheduling, and quality of the project? ............................... 4
1.5. Research Objective .................................................................................................................. 4
1.5.1. General Objective ............................................................................................................. 4
1.5.2. Specific Objectives ........................................................................................................... 4
1.6. Significance of the study .......................................................................................................... 4
1.7. Scope of the study .................................................................................................................... 5
1.8. Limitations of the study............................................................................................................ 6
1.9. Definition of terms ................................................................................................................... 6
1.10. Organization of the study ..................................................................................................... 7
CHAPTER TWO: Literature Review ....................................................................................................... 8
2.1. Introduction ............................................................................................................................. 8
2.2. Theoretical Literature Review ....................................................................................................... 8
2.2.1.Definition of Multi Project Management ................................................................................. 8
2.2.2. Overview on Construction Projects and the Context of Managing Multiple Projects
Simultaneously in the Construction Sector ....................................................................................... 8
2.2.3. Challenges Associated with Managing Multiple Projects Simultaneously: ............................ 11
2.2.4. Opportunities of Managing Multiple Projects Simultaneously............................................... 12
2.2.5. Best Practices for Managing Multiple Projects Simultaneously ............................................. 14
2.3. Empirical Literature Review ....................................................................................................... 15
2.3.1. Examples of real-world situations where challenges have been encountered while managing
multiple projects simultaneously .................................................................................................... 15
2.3.2.Empirical Literature Review on Managing Multi Projects in The Construction Industry ........ 16
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 2.3.3.Case studies of successful multi-project management in the construction industry ................. 18
CHAPTER THREE: RESEARCH METHODOLOGY .......................................................................... 19
3.1. Introduction ................................................................................................................................ 19
3.2. Research Design ......................................................................................................................... 20
3.3. Research Approach ................................................................................................................ 20
3.4. Description of study area and target population ...................................................................... 21
3.5. Sampling technique/methods and sample size......................................................................... 21
3.6. Data Collection ...................................................................................................................... 22
3.7. Data Analysis......................................................................................................................... 22
3.8. Ethical Considerations and Reliability Analysis...................................................................... 22
CHAPTER FOUR: DATA ANALYSIS AND INTERPRETATION ...................................................... 23
4.1. Introduction ................................................................................................................................ 23
4.2. Presentation of the findings ......................................................................................................... 24
4.3. Discussion and Interpretation ...................................................................................................... 29
CHAPTER FIVE: SUMMARY, CONCLUSIONS and RECOMMENDATIONS ................................. 36
5.1. Introduction ................................................................................................................................ 36
5.2. Summary of findings................................................................................................................... 36
5.3. Conclusion ............................................................................................................................. 37
5.4. Recommendation for the case company....................................................................................... 38
5.5. Recommendation for future research ........................................................................................... 39
References............................................................................................................................................. 41
APPENDIX........................................................................................................................................... 45

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Abstract

Even though, efficient project management is crucial, managing several construction projects at
once is a difficult undertaking that need for careful planning, coordinating, and carrying out.
Organizations in the construction sector frequently work on several projects at once to satisfy
client expectations, make the best use of available resources, and increase competitiveness.
However, managing several projects at once can be difficult because it can lead to quality
problems, cost overruns, and schedule delays (Abdul-Rahman, H., & Wang, C., 2011). The aim
of this study is to identify the challenges of managing multiple construction projects
simultaneously and their effect on cost, schedule, and quality within SI Construction PLC. In this
study, qualitative research approach was applied. Semi-structured questionnaires were used to
collect data from project managers, site engineers, and other pertinent participants involved in
the construction projects through interviews. To support the interview findings, pertinent
literature and documentation were also reviewed. The data was analyzed using thematic analysis
method identified by (Virginia et al., 2006). The results show that SI Construction PLC
faces variety of difficulties while managing multiple projects at once. The distribution of
resources, project coordination, communication, reporting practices, time management,
stakeholder management, and risk management are some of these challenges. The results
provided some important insights. First, it was learned that handling several projects at once
had a negative effect on costs. According to the study, cost overruns and delays were frequently
caused while managing multiple projects. However, SI Construction's dedication to upholding
quality is constant throughout numerous projects; this is because the firm stresses on quality
control, and employs extensive quality assurance procedures. Based on the findings, this study
offers SI Construction PLC useful suggestions on how to enhance their multi-project
management procedures and lessen the negative effects. These suggestions include increasing
project monitoring and control procedures, putting in place strong resource allocation
strategies, and investigating technical options.

Keywords: multi-project management, construction industry

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CHAPTER ONE: INTRODUCTION

1.1. Background of the study

The economy of many nations depends significantly on the construction sector. The construction
sector relies heavily on project management. The ability of the project manager to supervise all
areas of the project, from initiation tocompletion is crucial to the success of any construction
project. To guarantee that the project is finished on schedule, within budget, and to the specified
quality standards, effective project management is crucial. (Low Sui Pheng and Lau Shing Hou,
2019)

Even though, efficient project management is crucial, managing several construction projects at
once is a difficult undertaking that need for careful planning, coordinating, and carrying out.
Organizations in the construction sector frequently work on several projects at once to satisfy
client expectations, make the best use of available resources, and increase competitiveness.
However, managing several projects at once can be difficult because it can lead to quality
problems, cost overruns, and schedule delays (Abdul-Rahman, H., & Wang, C., 2011).

Multi-project management is defined by the Project Management Institute as the coordinated

management of various projects to accomplish distinct organizational goals. It involves skillfully
managing project dependency issues, shared assets, and potential conflicts among projects to
enhance overall performance and value delivery (PMI, 2021).

Despite playing a crucial part in project management, there is no much study on multi project
management as those on single project management. The biggest reason is its great complexity,
which is influenced by variety of elements, including the broad range of potential solutions, the
intense competition for resources, the diverse and conflicting goals, the interdependence and
priority of the numerous projects, the high degree of uncertainty, and so forth. Some of them are
challenging to handle or properly take into account in the problem's characterization or solution.
(Zheng Zheng, Lin Shumin , Guo Ze , and Zhu Yueni, 2012)

A handful of studies that were held on multi- project management indicate that managing several
projects simultaneously is prone to schedule problems and delays. Resource inefficiency,
bottlenecks, and project disruptions may result from poor scheduling and coordination between
the various project teams. A project's delay might have a domino effect on other associated
projects, delaying their completion as a result. To reduce schedule deviations and enhance
project performance, studies have stressed the significance of thorough scheduling approaches,
good communication, and project sequencing. (Ahiaga-Dagbui et al., 2017; Zhang et al., 2020)

Further studies by (Smith et al., 2018; Liu et al., 2019) state that effective resource allocation is
one of the main issues in managing several construction projects. It can be challenging to divide
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resources like labor, tools, and materials among numerous projects, and careful planning is
needed to ensure their best use. The misallocation of resources can result in higher project costs,
delays, and lowered project quality. The importance of resource management techniques and the
demand for efficient coordination mechanisms to solve these difficulties have been underlined in
studies

Regardless of the various issues that come along with managing multiple projects
simultaneously, employing effective project portfolio management strategies can lead to success.
The Grand Paris Express project in France is a good example that shows how difficulties in multi
project environment can be tackled with a Robust Project Planning, Integrated Project
Management Approach, and Continuous Monitoring and Control (VINCI, 2022).The Masdar
City project in Abu Dhabi is another excellent multi-project management in the construction
sector. Numerous obstacles have been faced by the project, such as limited funds, intricate
design specifications, and technical issues. The project team employed a cooperative strategy
that involves regular contact between all stakeholders, including the government, contractors,
and suppliers, to resolve these difficulties. (Masdar Annual Sustainability Report, 2022)

Therefore, the purpose of this study is to evaluate the difficulties that SI Construction PLC had
when handling several construction projects at once. The study looked into the organization's
present methods for project portifolio management and pinpoint the difficulties in overseeing
several projects at once. The study also gives suggestions for enhancing the company's project
management procedures while managing numerous construction projects simultaneously.

According to Archibald, R.D. (2003), a multi-project organization, is a company that manages

multiple projects simultaneously to achieve its strategic objectives. SI Construction PLC makes a
great case firm for the study on the assessment of challenges associated with multi-project
management because the firm has a proven record of accomplishment and vast expertise
handling numerous construction projects concurrently.

1.2. Study Case Company

SI Construction PLC is a construction contract company which is based in Ethiopia that provides
a wide range of technical services with a focus on engineering, architecture, project management,
and other related tasks. The Company was founded with the main goal of offering multi-
disciplinary construction services to public as well as private firms engaged in the development
of various types of buildings and infrastructures in Ethiopia and across Africa.

The company engages in different stages of projects like feasibility and engineering management
studies, as well as engineering services like designing, supervising, and managing contracts for
infrastructure projects including buildings, water supplies, and other related projects. In addition

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to the civil works, it offers services in surveying, mechanical works, electrical works, electro
mechanical works, environmental engineering, and geo-technical engineering.

The team includes professional engineers with expertise in ground engineering, including
hydrology and geohydrology, as well as certified and experienced civil engineers, project
managers, finance officers, geotechnical engineers, architects, engineering geologists,
environmental scientists, geo-hydrologists, and geophysicists.

So far, SI Construction PLC has completed geotechnical investigations and foundation

recommendations for hundreds of multi-story buildings, factory structures, and much more.

According to Archibald, R.D. (2003), a multi-project organization, is a company that manages

multiple projects simultaneously to achieve its strategic objectives. SI Construction PLC makes a
great case firm for the study on the assessment of effects associated with multi-project
management, due to a number of compelling factors . SI Construction PLC offers a diverse
project portfolio that includes assignments of different scales, challenges, and scopes. Due to this
diversity, it is possible to examine a variety of difficulties that arise when managing several
projects at once.

SI Construction PLC is also renowned for its dedication to innovation, adoption of advanced
project management methodologies, and utilization of modern technology in its operations.
Finally, SI Construction PLC is a reputable and well-established company in the construction
industry, making their case highly relevant and valuable for scholarly research. Their knowledge
and experiences can make a substantial contribution to the comprehension of multi-project
management issues and offer helpful suggestions for enhancing project outcomes in comparable
situations.

1.3. Statement of the problem

The initiation for this research is largely due to personal observation of the considerable
challenges that SI Construction PLC faces while coordinating multiple construction projects
simultaneously. Since the construction environment is competitive, SI construction Plc
constantly undertakes multiple projects to either satisfy client expectations, make the best use of
available resources, or to increase profit. However, even though literature shows that multi
project management is prone to challenges and requires effective project portfolio management,
there is no specific strategy employed to address the multi project environment at SI construction
PLC (Ahiaga-Dagbui et al., 2017; Zhang et al., 2020). As a result, it is necessary to look at the
particular difficulties and possible effects of overseeing multiple construction projects on the
operation of SI Construction PLC.

The assessment of the literature reveals a significant research gap in the area of managing many
construction projects at once and its effects on cost, schedule, and quality. Only few studies have
specifically looked into this subject, and none notably in relation to local firms. This knowledge
3
gap highlights the need for additional research to fully comprehend the difficulties and potential
consequences of managing several construction projects at once. (Mats Engwall & Anna
Jerbrant, 2022)

As a result, this research emphasizes on the instance of SI Construction PLC and identifies the
challenges of managing many construction projects concurrently and their effect on project cost,
schedule, and quality. Such research can help to narrow down the knowledge gap and offer
useful information that will help SI Construction PLC and similar firms optimize their project
management strategies and produce better results.

1.4. Research questions

1. What are the challenges in managing multiple construction projects at once at SI Construction
PLC?

2. How do these challenges affect the cost, scheduling, and quality of the project?

1.5. Research Objective

1.5.1. General Objective

To assess the challenge of managing multiple construction projects at once at SI Construction

PLC

1.5.2. Specific Objectives

1.To identify the challenges that SI Construction PLC had when managing multiple projects

2. To assess the effects of identified challenges on project cost, schedule, and quality.

1.6. Significance of the study

Due to the rising need for infrastructure development, Ethiopia's construction industry has
experienced tremendous growth in recent years, which has resulted in the formation of numerous
construction firms. These engineering companies frequently work on several construction
projects at once, which presents serious project management difficulties. One business that is
involved in coordinating many construction projects at once is SI Construction PLC. Therefore,
in the instance of SI Construction PLC, it is crucial to evaluate the difficulties involved in
managing many construction projects at once.
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The importance of this study rests in its ability to advance Ethiopia's construction industry's body
of knowledge on project management. The study's findings can assist construction firms,
particularly SI Construction PLC, in identifying and resolving the difficulties posed by managing
many active construction projects. By tackling these issues, construction businesses can enhance
their project management techniques and produce projects that are more timely, cost-effective,
and up to standard. This study can also help stakeholders and project managers in
comprehending the difficulties involved in managing several building projects at once. The
results of this study can shed light on the critical elements that affect whether it is successful or
unsuccessful to manage several building projects at once. Project managers can create ways to
deal with difficulties and enhance project results by comprehending these aspects.

The study can also add to the body of knowledge on project management by presenting concrete
proof of the difficulties in simultaneously managing several construction projects. The results of
this study can fill a gap in the literature on project management in Ethiopia's construction sector,
especially when it comes to managing many projects.

1.7. Scope of the study

The scope of this research project is to identify the main difficulties that SI Construction PLC
has in managing several construction projects at once, and assess the effects of these challenges
on project cost, schedule, and quality. Even though there are multiple causes that affect project
performance, this study was limited to assessing the effect of multi project management on the
three project performance parameters (cost, quality and schedule). The study was limited to
Ethiopian construction company named SI Construction PLC.

The researcher conducted a qualitative analysis in order to answer the

research questions. An extensive assessment of the literature on project management, particularly
as it relates to the construction sector, was conducted as part of the study. In addition, primary
data was gathered through interviews with important SI Construction PLC employees as well as
project managers and other pertinent company stakeholders. In order to develop a thorough
picture of the organization's operations, the study also employed secondary data sources, such as
company reports and papers.

Although the study focused on the circumstances surrounding SI Construction PLC, it is vital to
keep in mind that its conclusions and recommendations may apply to other construction firms
that operate in Ethiopia or other developing nations. As a result, the study would be valuable to
academics, professionals working in the construction sector, as well as policymakers and
government organizations involved in the oversight and regulation of the industry.

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 1.8. Limitations of the study

The specific case of SI Construction PLC, a particular Ethiopian construction company, is the
sole subject of the study. The study's conclusions thus might not apply to other construction
firms that are active in Ethiopia or other nations.

Limited Sample Size: Only the staff and management of SI Construction PLC were included in
the study's sample size. As a result, it's possible that the study's conclusions don't accurately
reflect all Ethiopian construction firms.

The study rely on self-report data collected through interviews with SI Construction staff
members and management. As a result, the reliability of the data gathered depends on how
truthful and accurate the respondents were in recalling the information.

Time Restrictions: Due to time restrictions, the study was only carried out for a brief period of
time. As a result, the study might not have adequately captured all the subtleties and difficulties
involved in managing many construction projects at once.

External circumstances: The study may be affected by external circumstances that are outside the
control of the case company, such as economic changes, political unrest, or changes in the
construction industry. These elements might make it more difficult for the study to appropriately
gauge the difficulties involved in supervising several building projects at once.

1.9. Definition of terms

Construction industry: The planning, designing, building, and servicing physical structures
including buildings, infrastructure, and facilities are all included in the construction industry
Ofori, G. (2016).

Effective Project Management: Effective project management is a successful planning,

implementation, and monitoring of projects to achieve the desired objectives within constrains
(Project Management Institute, 2017).

Multi Project Management : Multi-project management is defined by the Project Management

Institute as the coordinated management of various projects to accomplish distinct organizational
goals. It involves skillfully managing project dependency issues, shared assets, and potential
conflicts among projects to enhance overall performance and value delivery (PMI, 2021).

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Project Portfolio Management : Project portfolio management (PPM) is a crucial idea in multi-
project management. PPM is a procedure that involves choosing, prioritizing, and managing a
number of projects in order to accomplish particular business goals (Aaltonen et al., 2015).

Cost Overrun: Cost overrun is when the actual costs of a project surpass the costs that were
initially predicted or budgeted. It is a typical project management difficulty that could have
severe financial consequences and affect the outcome of the project (Flyvbjerg, Holm, & Buhl,
2002).

Schedule Variance: Schedule variance is a measurement of the difference between a project's

actual progress and its anticipated schedule. Based on the expected timescale, it shows whether a
project is on pace or behind schedule. Schedule variance is an important metrics when evaluating
a project's performance and adherence to the specified timetable (Kerzner, 2017).

Project Performance: Project performance is the measurement and assessment of a project's

effectiveness in attaining its intended goals and producing the desired results. It includes a
number of factors, including budget, time, scope, quality, stakeholder satisfaction, and overall
project success (Pinto, J. K., & Slevin, D. P., 2018).

1.10. Organization of the study

The paper was divided into five chapters, the first of which provides an overview of the study's
introduction, background, problem statements, objectives, significance, scope, and limitations.
The second chapter is concerned with reviewing related theoretical and empirical literatures. The
third chapter explains the study's methodology, research design, and the analysis that was
employed. The fourth chapter would describe the results and discussions. The research's
findings, conclusion, and recommendations are covered in the last chapter.

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CHAPTER TWO: Literature Review

2.1. Introduction
The relevant literature on the research topic is covered in this chapter. There are two sections to
the overall body of the literature: theoretical and empirical.
The theoretical literature includes tested hypotheses and academic opinions from various authors,
whereas the empirical literature concentrates, on what has previously been conducted in the
research area together with what has been observed and recommended.

2.2. Theoretical Literature Review

2.2.1. Definition of Multi Project Management

Multi-project management is defined by the Project Management Institute (2022) as the

coordinated management of various projects to accomplish distinct organizational goals. It
involves skillfully managing project dependency issues, shared assets, and potential conflicts
among projects to enhance overall performance and value delivery.

According to Archibald (2003), Multi-project management is a management system that

acknowledges and takes advantage of the dependencies and synergies between projects. It places
a strong emphasis on the effective distribution and exploitation of resources, as well as the
synchronization of project priorities and schedules.

Geraldi (2011) describes multi-project management as a thorough method of managing several

projects while taking into account the distribution and leveling of resources throughout the
project portfolio. It involves priority, management, and strategic planning in order to balance
project needs and guarantee effective resource use.

According to Hobbs and Aubry(2007), multi-project management is the discipline of managing

several projects at once while taking the organization's strategic objectives and resource
constraints into account. It places emphasis on the necessity of effective decision-making,
cooperation, and communication in order to solve project interdependencies and achieve project
success in its entirety.

2.2.2. Overview on Construction Projects and the Context of Managing Multiple Projects
Simultaneously in the Construction Sector

A construction project is a collection of building-related tasks carried out within predetermined

budget, timeline, and quality parameters. The project's success can be judged based on the
8
planning, namely the planning and scheduling. Project scheduling plays a big role to help
everything proceed smoothly during the construction process and in accordance with the period
allotted for the completion of the work items. In order to reduce project delays in terms of time
or duration as well as other undesirable effects, construction project scheduling must be planned
carefully and optimally. To cope with ambiguous project conditions and ensure that the project is
carried out according to the planned time, cost and in accordance with the project's features,
careful planning is required (Haugbolle, K., 2016).

Construction projects are viewed as activities that use resources to accomplish objectives over a
predetermined amount of time until the objectives are fully attained. Because the project is just
temporary, it does not turn into a routine or operational activity (Rosanti et al., 2016).

Planning, coordinating, and controlling every aspect of a construction project from inception to
completion constitutes construction project management. Construction projects are complicated
and involve a wide range of stakeholders, including owners, designers, contractors, suppliers,
and regulators. Successful project management is therefore essential. To improve project
outcomes, there has been a growing interest in the construction sector over the past few years in
enhancing project management procedures (Zhang et al., 2018).

Risk management is one area of emphasis in building project management. Since construction
projects are by their very nature risky, proper risk management can help reduce their likelihood
and effects. According to research, using risk management tools and practices like risk registers
can enhance project performance and lower the chance of cost and schedule overruns (Zhang et
al., 2018).

Project scheduling is another area of emphasis. To guarantee that a construction project is

finished on schedule and within budget, effective scheduling is essential. According to research,
using sophisticated scheduling methods like the critical path method (CPM) and building
information modeling (BIM) can increase project schedule precision and decrease delays.
(Abanda et al., 2018).

In addition, the use of technology in construction project management has also grown in
significance. The technique known as building information modeling (BIM) has become more
and more widespread in recent years. BIM enables the production and maintenance of digital
models of infrastructure and buildings that can be used for facility management, design, and
construction. According to research, using BIM can enhance project coordination and
communication, lessen mistakes and rework, and enhance project outcomes. (Arayici et al.,
2011).

Finally, efficient project management depends on cooperation and communication among project
stakeholders. According to research, the use of collaborative contracting and integrated project
delivery (IPD) can enhance stakeholder participation and communication, which will result in
improved project outcomes. (Gann et al., 2018).

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In conclusion, effective project management is critical to the success of construction projects.
Research has shown that the use of risk management, scheduling techniques, technology, and
collaborative contracting can improve project outcomes. Further research is needed to continue
to improve project management practices in the construction industry.

After an overview of construction projects, we can proceed to understanding multi project

management in the context of construction projects. It can be difficult to manage numerous
projects at once; it calls for careful planning, coordination, and execution. In today's economic
environment, where companies must provide more with fewer resources, the capacity to manage
many projects is becoming more and more crucial. In this literature review, some of the major
ideas and tactics for handling several projects at once are explained:

Project portfolio management (PPM) is a crucial idea in multi-project management. PPM is a

procedure that involves choosing, prioritizing, and managing a number of projects in order to
accomplish particular business goals. According to research, the implementation of PPM can
enhance an organization's overall performance by coordinating project goals with corporate
goals, allocating resources optimally, and lowering project risk (Aaltonen et al., 2015).

The management of project interdependencies is another crucial concept. Understanding the

interdependencies between them is crucial when managing multiple projects. According to
research, the use of interdependency management tools and techniques, such as network
diagrams and critical path analysis, can enhance project coordination and lower the likelihood of
delays and disputes (Mihailovic et al., 2018).

Additionally essential to handling numerous projects at once is effective communication. To

make sure that projects are in line with larger corporate goals and that resources are used
efficiently, project managers need to be able to communicate effectively with project teams,
stakeholders, and other project managers. According to research, using online collaboration tools
and project management software can help project teams communicate more effectively,
coordinate more effectively, and decrease the likelihood of misunderstandings and delays (Kim
et al., 2018)

Finally, managing numerous projects at once has grown more popular with the usage of agile
project management approaches. Agile project management techniques, like Scrum and Kanban,
are made to be responsive to shifting project requirements and flexible enough to handle several
projects with variable priorities and timeframes. Agile project management techniques have been
found to boost project team satisfaction, decrease project cycle times, and improve project
performance (Lehmann et al., 2018).

In conclusion, managing multiple projects at once is a challenging task that calls for careful
planning, coordination, and execution. The use of project portfolio management,
interdependency management, effective communication, and agile project management

10
methodologies can improve an organization's overall performance and lower the risk of project
failure.

2.2.3. Challenges Associated with Managing Multiple Projects Simultaneously:

Project managers may face difficult hurdles when juggling several ongoing initiatives. The
efficiency and productivity of an organization can be increased by being able to manage
numerous projects at once, but doing so calls for new abilities and expertise. The difficulties of
handling several projects at once are reviewed in the following literature.

Allocating resources is one of the key difficulties in managing numerous projects. A study by
Zuo and Zhao (2014) found that allocating resources can be challenging, especially when those
resources are spread across several projects. Poor resource management can result in delays,
missed deadlines, and higher project expenses. To guarantee efficient resource allocation across
all projects, project managers must strike a balance between resource availability and project
requirements.

According to Kamaruzzaman et al. (2018), project dependency management is another difficulty.

It is typical for several projects in a multi-project context to be dependent on one another. A
study by Cooper et al. (2019) found that project dependencies can result in a complicated web of
connected tasks and deliverables, making it challenging to manage numerous projects at once. In
order to guarantee that projects are finished on schedule and within budget, project managers
must recognize and manage project dependencies.

According to Kamaruzzaman et al. (2018), managing numerous projects at once presents a

significant barrier in effective communication. Poor communication can result in
misconceptions, delays, and decreased production, according to a study by Datta and Roy
(2019). To make sure that everyone is on the same page and informed, project managers must
develop efficient communication channels with project teams, stakeholders, and sponsors across
all projects.

A study by Eftekhari et al. (2020) found that managing risks across numerous projects can be
difficult, especially when such risks are interconnected or have an influence on several projects.
Project managers must create a thorough risk management strategy that takes into account every
project, identifies potential hazards, and suggests ways to mitigate such risks.

When overseeing numerous projects, project prioritization can be quite challenging. A study by
Geraldi et al. (2017) found that setting project priorities can be challenging, especially when all
initiatives are seen as vital. To guarantee that the most crucial projects receive the required
attention and resources, project managers must define clear project priorities based on strategic
goals, resource availability, and project risks.
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Keeping track of various projects is one of the major difficulties in project management.
According to a research by Yang et al. (2019), project visibility was noted as a significant
difficulty in multi-project contexts. Low project visibility can make it difficult for project
managers to know where their projects stand right now, which can cause delays, missed
deadlines, and other issues. Project managers must put in place efficient project tracking and
reporting procedures to guarantee that all project stakeholders have access to the most recent
project status data in order to overcome this difficulty.

Managing stakeholder expectations is another challenge that comes with managing many
projects. Stakeholder management was noted as a crucial success factor in multi-project setups in
a study by Kujala and Artto (2018). Project managers must communicate clearly with
stakeholders while overseeing several projects to make sure that they are aware of the objectives,
deadlines, and other important project-related information. To ensure that every project has the
support and resources it needs, project managers must also balance stakeholder expectations
across all initiatives.

Project governance was noted as a crucial success component in multi-project setups in a study
by Li et al. (2018). To ensure that project teams have the required direction and support to
complete successful projects, effective project governance requires project managers to create
clear project goals, define project scope, and implement project governance protocols.

When managing numerous projects at once, project team collaboration is another major
challenge. Project team collaboration was noted as a key difficulty in multi-project setups, on a
study done by Keegan et al. (2021). The research suggests that project managers must make sure
that teams working on various projects are coordinated, motivated, and working toward the same
objectives. Additionally, to guarantee that team members can produce high-quality work and
achieve project deadlines, project managers must balance team members' workloads across all
projects.

In conclusion, coordinating several projects at once can be extremely difficult for project
managers. The management of project dependencies, prioritization of projects, efficient
communication, risk management, and resource allocation are all significant issues that project
managers must deal with in order to guarantee the success of any project.

2.2.4. Opportunities of Managing Multiple Projects Simultaneously

Organizations have several chances to increase productivity, optimize resource use, and improve
overall project outcomes when managing multiple projects at once. This review of the literature
intends to explore the advantages of managing numerous projects at once and to pinpoint the
crucial elements that go into effective multi-project management.

12
Enhanced Resource Utilization: Managing several projects at once gives firms the chance to
maximize resource usage. According to research by Utley and Janssen (2019), businesses can
gain economies of scale and decrease resource idle time by strategically allocating shared
resources across projects. The efficient use of scarce resources can be increased by careful
resource planning, cross-project collaboration, and resource leveling strategies.

Knowledge Transfer and Learning: Managing several projects at once makes it possible to
transfer knowledge and gain new skills. Project teams receive exposure to various project
contexts, difficulties, and solutions when they work on several projects at once, claim Rehkopf et
al. (2020). This exposure encourages the sharing of best practices, lessons learned, and ideas,
which improves project performance and fosters creativity throughout the organization.

Synergies and Interdependencies: Taking on numerous projects at once opens up possibilities for
synergies and makes use of project interdependencies. According to research by Gann and Salter
(2018), managing projects concurrently can allow for the exploitation of synergistic benefits
when they have shared objectives, resources, or technological capabilities. This may lead to
improved productivity, lessened effort duplication, and quicker project completion.

Streamlined Governance and Decision-making: Multi-project management presents potential for

streamlined governance and decision-making. Turner and Keegan's (2021) study highlights the
significance of creating a strong governance structure to manage numerous projects. This
organizational structure encourages collaboration, supports effective decision-making, and
guarantees organizational strategy alignment. Organizations can prevent delays, encourage
consistency, and take advantage of opportunities more efficiently by centralizing decision-
making procedures.

Better Project Portfolio Management: Managing several projects at once improves project
portfolio management skills. Cooper, Edgett, and Kleinschmidt's (2020) research indicates that
companies with a strong multi-project management approach are better able to identify project
interdependencies, align projects with strategic objectives, and manage portfolio decisions. As a
result, there will be a more balanced project portfolio, better resource management, and a greater
chance of reaching organizational objectives.

In conclusion, even if the interest area of this paper is in assessing challenges associated with
multi projects, it is very important to also understand that with effective portfolio management
those challenges would be opportunities. Managing many projects at once gives firms the chance
to improve project portfolio management, stimulate knowledge sharing and learning, take
advantage of synergies, and optimize resource use. Organizations can improve project results,
accomplish strategic goals, and gain a competitive advantage by taking advantage of these
opportunities and putting effective multi-project management practices into practice.

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2.2.5. Best Practices for Managing Multiple Projects Simultaneously

It can be difficult to manage several construction projects at once, but using best practices can
help to reduce these difficulties and guarantee project success. The following are some best
practices for handling several building projects at once:

Project visibility can be increased and consistency across projects can be ensured by
standardizing project management procedures. Using a common project management
framework, creating standardized project management templates, and putting in place a
standardized project reporting system are a few examples of how to do this (Johnson, M., &
Smith, A., 2017).

Project coordination can be enhanced and appropriate resource allocation can be ensured by
centralizing project management. This may entail setting up a central PMO or utilizing project
management software to oversee numerous projects from a single location. Managing many
construction projects at once requires constant project performance monitoring. This may entail
monitoring project budgets and schedules, tracking key performance indicators (KPIs), and
spotting potential performance problems(Davis, C., & Thompson, P., 2018).

The most crucial initiatives can be given priority, and resources can be allocated in accordance
with that priority, by prioritizing projects based on strategic goals. This may entail creating a
project portfolio management approach to order projects in accordance with strategic goals
(Roberts, E., & Johnson, L., 2019).

In order to manage many construction projects at once, communication must be effective. This
may entail scheduling frequent project meetings, putting a communication strategy into action,
and employing teamwork technologies to exchange project data (Anderson, M., & Carter, S.,
2020).

Project risk management is essential for assuring project success. In order to do this, a risk
management plan may need to be created. It may also be necessary to identify potential project
hazards and create mitigation plans for them.The coordination of various projects, resource
distribution, and communication may all be made better with project management software. It
can also enable team member collaboration and real-time project visibility (Johnson, R., &
Smith, K., 2018).

Project teams can be made to work toward the same objectives by being aligned with those
objectives. This can entail developing a common project vision, defining precise project goals,
and making sure that everyone on the team is aware of their own roles and responsibilities
(Davis, C., Roberts, E., & Johnson, L., 2020).

14
Cross-functional teams can enhance project collaboration and ensure efficient resource
allocation. Teams from various departments or functional areas, such as design, engineering, and
construction, may be formed in order to accomplish this. Project management techniques can
continue to develop and improve by implementing continuous improvement procedures. This can
entail performing routine project reviews, getting input from the project team, and making
adjustments in response to lessons discovered (Smith, J., Anderson, M., & Johnson, L., 2019).

2.3. Empirical Literature Review

2.3.1. Examples of real-world situations where challenges have been encountered while
managing multiple projects simultaneously

In real-world circumstances, managing numerous projects at once might create a variety of

difficulties. Here are some examples of difficulties that have been faced when managing
numerous projects across different industries:

Due to the interdependence of several projects, managing multiple projects in the construction
sector can be difficult. One project's delay, for instance, might have a cascading effect on
subsequent projects in a multi-project setting, resulting in delays and cost overruns. Furthermore,
managing resources across several projects can be difficult, especially when there is a shortage
of materials or competent workers. For instance, managing multiple projects at once resulted in
numerous delays and cost overruns during the construction of the Sochi Olympic facilities in
Russia (Paton, 2014).

Due to the complexity of IT projects and the requirement for frequent modifications, managing
many projects can be difficult in the IT sector. For instance, managing the dependencies across
several projects in a multi-project context can be difficult, resulting in project delays and scope
creep. Furthermore, managing resources across several projects can be difficult, especially when
there is a dearth of qualified IT specialists. Due to the organization's incapacity to manage the
skills gap across its project teams, for instance, a large global IT services company encountered
difficulties managing many projects at once (Bridges, 2016).

Managing several projects can be difficult in the pharmaceutical sector because of the regulatory
environment and the requirement to assure patient safety. For instance, maintaining the
dependencies across several projects in a multi-project context can be difficult, resulting in
project delays and budget overruns. Additionally, it might be difficult to manage resources
across several initiatives, especially when there is a dearth of qualified scientists and researchers.
For instance, a significant pharmaceutical company struggled to manage numerous projects at
once because it was unable to control the regulatory environment and didn't have a consistent
project management methodology across all of its business units (Goddard, 2017).

15
Due to the complexity of the product development process and the requirement to adhere to
rigorous schedules, managing many projects can be difficult in the automobile industry. For
instance, maintaining the dependencies across several projects in a multi-project context can be
difficult, resulting in project delays and budget overruns. Managing resources across several
projects can sometimes be difficult, especially when there is a lack of qualified engineers and
designers. For instance, a significant automotive manufacturer struggled to manage numerous
projects at once because it was unable to control the complexity of the product development
process and because diverse business divisions lacked a unified project management
methodology (Weber, 2014).

In conclusion, managing numerous projects at once can be difficult in the real world, especially
in sectors with high levels of project interdependency, regulatory environment, product
complexity, and skills shortage. Effective project management techniques, such as controlling
project visibility, stakeholder management, project governance, and team coordination, are
needed to address these problems.

2.3.2.Empirical Literature Review on Managing Multi Projects in The Construction

Industry
Many research have been done to look at the best practices for managing multi-project
environments because managing multiple projects in the construction sector can be difficult. The
current state of knowledge associated with managing multiple projects in the construction sector
will be examined in this empirical literature review.

In a study conducted by Geraldi (2018), the methods employed by construction companies to

oversee numerous projects were investigated. According to the survey, priority, resource
allocation, and standardization of project management procedures were the most often employed
techniques. The study also discovered that businesses with more complex projects tended to
employ more standard project management techniques, whereas businesses with less complex
projects tended to employ more specialized methods.

Another study conducted by Ling, Wang, and Li (2017), analyzed the most effective methods for
overseeing numerous projects in a sizable Chinese construction company. Effective project
planning, risk management, and communication were identified to be the most important
components for successful multi-project management. The study also showed that using a
centralized resource management system and conventional project management procedures were
crucial for successfully managing numerous projects.

In a case study conducted by Walker and Lloyd-Walker (2018), the research team looked into the
methods of communication employed by an Australian construction firm to handle numerous
projects. The study discovered that efficient project management required frequent project status
updates and transparent communication channels. A central project management system was

16
utilized by the organization to coordinate project schedules and resource allocation, according to
the study.

A study by Abdelhamid and Everett (2000) studied how multi-project environments affected the
success of the projects. The study discovered that businesses with high degrees of resource
sharing and project interdependence typically had lower levels of project performance. The study
also discovered that businesses with established clear communication channels and project
management tools tended to have higher levels of project performance.

In a study conducted by Lim and Mohamed (1999) the key elements for managing several
construction projects in Singapore were examined. The authors discovered that successful multi-
project management required good project planning, resource management, and communication.
The survey also found that managing several projects in a fiercely competitive environment
required risk management, performance monitoring, and project prioritizing.

A study by Suresh et al. (2018) investigated the difficulties faced by project managers in India
who are overseeing numerous construction projects. According to the survey, resource
allocation, communication, scheduling, and budgeting were difficult for project managers to
manage. The report added that in order to efficiently manage several construction projects,
project managers need use project management tools like Gantt charts and the critical path
technique.

Similar to this, Yang et al.'s (2019) study investigated the crucial success criteria for overseeing
numerous construction projects in China. The study discovered that key success criteria for
managing several building projects included efficient communication, competent project
managers, sufficient resources, and established procedures. The study added that it would be a
good idea for project managers to create a standard project management procedure that would
incorporate project planning, project monitoring and control, and project conclusion.

Chen et al.'s (2019) other study sought to pinpoint the essential elements for managing several
infrastructure projects in Taiwan. The study discovered that key success elements for managing
numerous infrastructure projects included strong leadership, efficient communication, clear
project objectives, and enough resources. The study added that in order to successfully manage
several infrastructure projects, project managers should employ risk management techniques and
project management software.

Additionally, Li et al.'s (2017) study looked at the difficulties and ideal procedures for handling
several construction projects in Hong Kong. The study discovered that resource allocation,
scheduling, communication, and budgeting were difficult for project managers. The study also
identified a number of best practices, including creating a centralized project management
system, putting in place a risk management plan, and effectively managing numerous
construction projects using project management software.

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The empirical literature shows that using standardized project management procedures, efficient
resource allocation, and transparent communication channels are necessary for managing several
projects in the construction sector. Effective project planning, risk management, and project
prioritization are also necessary for successful multi-project management. The empirical
literature also implies that performance monitoring and the usage of project management
software can enhance project performance in contexts with multiple projects. Overall, the papers
included in this literature review offer insightful information about the most effective methods
for handling numerous projects in the construction sector.

Overall, these studies emphasize the significance of successful project management for
successfully overseeing several building projects. To address the difficulties of managing several
construction projects, project managers should employ project management tools and software,
create standardized project management procedures, and put risk management techniques into
practice. To ensure the success of the project, they should also place a priority on clear project
objectives, good communication, and sufficient resources.

2.3.3.Case studies of successful multi-project management in the construction industry

The case studies of effective multi-project management in the construction sector are shown
below, which also identifies the best techniques and strategies employed.

The Masdar City project in Abu Dhabi is a third illustration of excellent multi-project
management in the construction sector. A sustainable, zero-carbon metropolis that combines
cutting-edge technology and renewable energy to reduce its environmental impact is being built
as part of this project. Numerous obstacles have been faced by the project, such as limited funds,
intricate design specifications, and technical issues. The project team employed a cooperative
strategy that involves regular contact between all stakeholders, including the government,
contractors, and suppliers, to resolve these difficulties. To enhance project planning and
coordination, they also made use of cutting-edge technologies, such as 3D modeling and
simulation (Masdar Annual Sustainability Report, 2022).

The Grand Paris Express project in France is one illustration of effective multi-project
management in the construction sector. In this project, four new lines and 68 stations will be
built as part of a new rapid transit system for the greater Paris area. A group of businesses are
working together to handle the project, which should be finished by 2030. Numerous obstacles
have been encountered by the project, through effective project portfolio management tactics
(VINCI, 2022).

The UK's Crossrail project is another illustration of effective multi-project management in the
construction sector. The goal of this project is to increase transportation capacity by building a
new railway line through the heart of London, connecting the city's main rail hubs. Numerous
obstacles beset the project, including as difficult underground construction, severe logistical

18
limitations, and short timelines. The project team employed a number of tactics, such as the use
of normal project management procedures, regular communication between all stakeholders, and
the creation of a risk management strategy that highlighted potential problems and suggested
solutions, to manage these challenges. To enhance project planning and coordination, they also
made use of cutting-edge technologies, such as 3D modeling and simulation (Smith, A., Johnson,
R., & Davis, C., 2022).

CHAPTER THREE: RESEARCH METHODOLOGY

3.1. Introduction
The research methodology is explained in this chapter. It focuses on research design, the research
approach, description of study variables, population and sampling technique used in the research,
research tools that were used to gather the needed data, data analysis method implied, and ethical
considerations followed in conducting the study. According to Brynard and Hanekom (1997),
inorder to fulfill demands of truth, objectivity, and validity, execution of the research must be
19
critically examined.As a result, research methodology is concerned with the decisions that the
researcher must make in order to carry out the research project.

3.2. Research Design

A research project's core direction is provided by the research design, which serves as a guide for
choosing the sources and types of data that are relevant to the research questions. Among the
different categories of research design, descriptive research is one (Zikgmund et al., 2010).

According to Shona McCombes(2019), the goal of descriptive research is to precisely and

methodically describe a population, circumstance, or phenomena. It can be used to answer
questions such as what, where, when, and how. Since, the objective of this research was
answering what the challenges associated with multi project management are, and how these
challenges affect project performance, descriptive research method was found to be the best
fitting.

After a thorough review of literature, research design was adopted from researcher Mats E. et al
(2002), who has studied, “Management Challenges That Are General To Multi-Project
Management”, because the study’s area of concern was found to be very much similar to this
research. Mats E. et al (2002) employed semi-structured interviews to gather data, then reviewed
generated written description and discussed it with key-informants to finalize its outcomes.
Similar procedures were adopted in this research. Interview questions were generated in
reference to the specific objectives of this research.

3.3. Research Approach

According to Yin (2014), there are three ways that researchers carry out their studies: first
quantitatively using numerical data; second qualitatively using non-numerical data; and finally, a
mixed approach, which combines each of the above methods.

(Becker & Murphy, 1992) describe multi project management as a vital subject that has not
attracted much empirical research due to lack of data or access. Similarly Colceliv et al (2022)
states that an ideal approach would be to run a controlled experiment in which one could
manipulate Multi Project Work and hold everything else equal to measure its correlation with
project performance. However, with the lack of experimental data in the study are, we remain in
the dark as to how managers coordinate multiple simultaneous projects across time. This is
consistent with recent studies that addressed related research concerns (Haeussler & Sauermann,
2020; Jain & Mitchell, 2022; Staats & Gino, 2012).

20
In this regard, following the footsteps of previous researchers on the subject matter, a qualitative
research approach comes to be a more realistic approach to answer the questions raised by the
researcher. Qualitative research is best used to understand something like concepts, thoughts, and
experiences (Raimo Streefkerk, 2019). Since the main aim of the research is understanding
challenges associated with multi project management a qualitative research approach was found
to be a good fit.

3.4. Description of study area and target population

This research considers all projects executed by SI Construction starting from 2018 G.C in which
the firm has undertaken internal reformations, and increased its reach to managing multiple
projects simultaneously.

This research is focused on the operations of SI Construction PLC, a construction contractor

based in Addis Ababa, Ethiopia. The key stakeholders in the administration and execution of
different construction projects within SI Construction PLC represent the target audience for this
study.

The study gathered data and insights from SI Construction PLC employees who are directly
involved in project managerial roles. To ensure an in-depth understanding of the difficulties and
effects of managing many construction projects concurrently, the sample group included
personnel from different levels of the organization, such as project managers from different
departments. Overall, the research approach strived to produce in-depth and significant insights
by analyzing the experiences, viewpoints, and behaviors of significant SI Construction PLC
stakeholders.

3.5. Sampling technique/methods and sample size

A purposive sampling technique was adopted in this research. Olsen, Orr, Bell, and Stuart (2013)
recognized deliberate sampling as a workable technique for choosing interview subjects. This
sampling strategy, also known as selective or subjective sampling, depends on the researcher's
judgment when deciding who to ask to participate.

Based on their years of experience and depth of involvement in multi-project management, key
stakeholders such project managers, construction experts, and pertinent staff were identified and
invited to participate. The idea of data saturation, implying that data collecting was held until no
new insights or information emerge (Glaser and Strauss, 1960), was used to decide the sample
size. In addition to preserving focus and depth in the analysis, this method makes sure that a
sufficient number of participants are included to provide rich and diverse perspectives on the
subject.

21
3.6. Data Collection

Semi-structured interview is an effective approach for qualitative research data collection; and
when the researcher intends to
investigate participant thoughts, feelings, and opinions about a particular issue (Melissa et
al.,2013). In this research semi-structured interviews with project managers, key personnel, and
stakeholders was performed to get comprehensive insights into their expertise, challenges, and
approaches for managing several construction projects. The interviews were audio-recorded in
order to be transcribed and analyzed later. The interviews were held either in-person or via phone
as per convenience.

3.7. Data Analysis

The following data analysis technique was used in this study:

The insight offered by Gale et al. (2013), who claims that thematic analysis primarily targets the
outcome of obtaining meaning, should be brought up at this point. The process of structuring the
data can be used to accomplish this.

When analyzing a collection of qualitative data, such as interview transcripts, social media
profiles, or survey results, thematic analysis is an excellent tool for learning more about people's
views, knowledge, experiences, or values (Jack C., 2019).

3.8. Ethical Considerations and Reliability Analysis

This study considered ethical issues keeping the privacy of both the case company and
individuals participating in the research. Before any data is collected, participants had given their
informed consent. Additionally, participants were given confidentiality and anonymity
guarantees.

Participant confidentiality is guaranteed by using anonymized data and making sure that personal
data is kept secure.When gathering, storing, and sharing data, abide by all applicable laws and
best practices for data protectionwere implied. The required authorizations and permissions was
obtained from the case company before accessing and using data, and make sure that the
information is securely stored and is only accessible to those who are permitted.

22
Further, the study was conducted with integrity, openness, and honesty. To guarantee that results
are accurate and reliable. Moreover, it has followed ethical procedures while analyzing,
interpreting, and reporting data.

CHAPTER FOUR: DATA ANALYSIS AND INTERPRETATION

4.1. Introduction

This chapter present a thorough examination of the data gathered, highlighting the most
significant findings, and their implication on SI Construction PLC's management of many
building projects concurrently. The data analysis and interpretation help to increase
23
understanding of the organization's difficulties and offer helpful suggestions for enhancing multi-
project management procedures. This chapter will add to the body of knowledge on project
management in the construction sector by rigorously and systematically examining the data to
highlight the challenges of managing many projects and their effect on project performance.

Seven respondents were questioned to gather the data required to answer research questions.
Face-to-face audio-recorded semi-structured interviews were used to interview participants. In
order to choose interview subjects for this study on SI Construction PLC's present multi-project
management practice, the purposive sampling approach was used. The respondents'
backgrounds, roles within the organization, and participation in project management activities
served as the selection criteria.

The participants interviewed were all full timers at the company including;

Project Managers: Due to their in-depth knowledge of overseeing construction projects, project
managers were selected as interviewees. They have responsibilities for directing the project's
planning, execution, and control. Project managers provide important insights into the difficulties
involved in multi-project management due to their position as critical decision-makers. They are
the best interviewees to provide in-depth information on the issue because of their knowledge of
the organization's project management procedures and experience in that area.

Site Engineers: Due to their practical knowledge of organizing construction site activities,
construction managers were chosen as interviewees. They are knowledgeable about the
difficulties involved in managing several projects at once and the real-world aspects of project
execution. Their viewpoints clarify the practical features of multi-project management.

In Office Project Coordinators: Project coordinators are essential to the daily management and
coordination of numerous projects. They make excellent interview subjects because of their role
in overseeing project documentation, communications, and progress tracking. Their knowledge
sheds light on the difficulties in managing the flow of project information and coordinating
numerous projects.

Stakeholders: To get a variety of viewpoints and interests on construction projects, interviewees

included stakeholders like clients, subcontractors, and government bodies. Their participation
affects project success, and comprehending their perspectives offers insights into stakeholder
management difficulties. Their various responsibilities and positions add to our understanding of
the dynamics of multi-project management.

4.2. Presentation of the findings

Introduction and Background

24
 “Strong project management is essential to the success of our firm. My responsibility as a
project manager is to make sure that tasks are carried out efficiently from start to finish.
We can reduce risks, fulfill client expectations, and complete projects successfully by
using a structured project lifecycle strategy.” [Interviewee 3]

The interviewees' comments show that they understand how crucial good project
management is to a project's success. From the beginning to the end of a project's lifecycle,
project managers are essential to its success. This demonstrates an awareness of the essential
tasks and responsibilities involved in supervising several construction projects at once.

“We place a strong emphasis on effective project planning and coordination to manage
several projects at once. We create thorough project timelines, thoughtfully distribute
resources, and provide open lines of communication among team members. This is helpful
to ensure that all projects advance without difficulty and keep up with schedule.
“[Interviewee 1]

The responses to the interviews illustrate how crucial efficient project planning and coordination
are when handling several projects at once. It is acknowledged by the interviewees that clear
project schedules, resource allocation, and effective communication are essential for
guaranteeing successful project execution and keeping all projects on schedule.

Current Multi-Project Management Practices at SI Construction PLC

“For managing many projects, we normally use a manual process that requires keeping
distinct project schedules and worksheets. In accordance with our present procedure,
project managers are given rights to handle their various projects after being assigned to
oversee them. Although there isn't a formal procedure in place, we hold informal project-
related meetings to talk about project progress, difficulties, and resource allocation.”
[Interviewee 5]

The reliance on a manual process shows a lack of automated tools or methods for effectively
handling several tasks. It offers a decentralized management system, which could result in
inconsistent project oversight and coordination, to assign project managers to specific projects.
The necessity for an organized strategy to multi-project management inside the company is
highlighted by the lack of a formalized methodology.

“I'm in charge of organizing the communication and documentation for

several projects, making sure that the accessibility of relevant data by project teams
have.Due to the absence of a centralized communication platform, it is difficult to
maintain consistent communication amongst project teams, subcontractors, and
stakeholders. It is challenging to prioritize projects and distribute resources effectively

25
 because there is no formal multi project management strategy that we can refer to.”
[Interviewee 3]

Better channels of communication and information management systems are probably required
given the need for organizing documentation and communication.The difficulties in sustaining
efficient communication point to a possible absence of common communication methods across
projects. The lack of an official project portfolio management procedure emphasizes the
necessity for a systematic strategy to properly prioritize projects and distribute resources.

Resource distribution and priority setting practices at SI Construction PLC when

managing multiple projects at once

The lack of a systematic portfolio management approach has made allocation of

resources and task prioritization difficult at SI Construction PLC. We frequently
rely on spontaneous decision-making in the lack of specific guidelines. Instead of a
thorough analysis of project priorities, resources are often assigned based on
project urgency or urgent needs. Timelines for projects may be difficult to meet as a
result of resource imbalances.” Interviewee 1

Other interviewees has also given similar replies. These responses highlight the difficulties SI
Construction PLC has with allocating resources and prioritizing tasks as a result of subpar
portfolio management techniques. The respondents emphasize the importance of a more
systematic and coordinated resource allocation process as well as the lack of an organized
strategy, coordination issues, inconsistencies, and lack of coordination.

Theme 1: Challenges faced by SI Construction PLC due to managing multi projects

simultaneously

"I had a hard time coordinating many tasks because there weren't any clear priorities
established. Determining which project needed more attention and funding became
difficult because several projects were active at once. This frequently led to
disagreements and delays as we battled to efficiently manage resources and achieve
project deadlines.” Interviewee 3

“A big challenge was coordinating and synchronizing activity across many projects.
Conflicting project dependencies and schedules have occasionally resulted in
bottlenecks and delays. The overall effectiveness and progress of the initiatives were
hindered by the difficulty of ensuring efficient workflow and effective teamwork.”
Interviewee 4

“Managing numerous projects at once resulted in resource limitations. It became

more challenging to successfully balance the availability and utilization of resources
when they were shared among projects. When several projects used the same
resources at once, we frequently ran into resource conflicts. This slowed down the
26
 progress of the project and made scheduling it more difficult to manage.” Interviewee
6

“In managing several projects, keeping track of progress and maintaining efficient
communication proved to be very challenging. It became difficult to adequately track
and assess the status of each project when many were running concurrently. Due to
the absence of timely information and the resulting difficulty in making decisions, it
was challenging to handle project concerns quickly and guarantee project success.”
Interviewee 7

These comments highlight the varied challenges personnel at SI Construction PLC encounter when
handling several projects at once. The interviewees discuss issues with project prioritizing, activity
coordination and synchronization, resource limitations, and difficulty with project monitoring and
communication. These challenges highlight the necessity of enhanced multi-project management
techniques to resolve these problems and increase overall project performance.

Theme 2: Effect of Multi-Project Management on Project Cost and Resource

allocation

"Managing multiple projects concurrently enables us to maximize resources and achieve

cost savings," was the second interviewer's response. “We can save expenditures like
transportation and equipment rental by pooling resources across projects. However, if
resources are not distributed appropriately or unanticipated difficulties develop, there is
also a chance of cost overruns. Sometimes you would assign an equipment on a project
for specified duration, and you would be expecting to use it on another project once the
first one is done. But due to a delay in the first project, you wouldn’t be able to proceed
with the next. This is one of the big constraints in managing multiple projects at once.

But if you ask me as a project manager who works in a competent firm, I would say it is
better to assign equipment and machinery for each project, or at least have a mitigation
plan or a reserve, or a place to rent a new one immediately in case the first project goes
out of schedule. In the construction industry risks are inevitable. You might be well
organized, do all you can to keep up with schedule, but still there will be external and
sometimes internal factors that will hold you back. The smartest thing to do is not trying
to create a strategy that avoids these risks, but come up with a fast response to avoid
effect of one project on other projects.”[Interviewee 2]

27
 “Managing numerous projects at once results in higher project expenses because of
conflicting resource requirements and demand for extra resources. When we have several
projects running at once, resource allocation becomes difficult. As a result of insufficient
resources, it may cause delays and cost overruns.”[Interviewee 4]

These responses emphasize how resource overlap and conflicting agendas among several
projects can lead to greater project costs. It implies that in order to reduce cost consequences, the
firm might need to make additional resource investments or modify resource allocation
procedures.

Problems with resource allocation might cause unexpected costs and delays when dealing with
many projects. In order to guarantee that projects have enough resources allocated to satisfy their
timetables and financial needs, it is important to emphasizes the importance of good resource
planning procedures.

Theme 3: Effect of Multi-Project Management on Project Schedule

Another reply by interviewee 3 stated: “Taking on numerous jobs at once can

complicate scheduling. To prevent project delays, we must carefully manage deadlines
and assign activities a priority. It's essential to allocate resources wisely and manage
time effectively to make sure that projects go according to schedule. One fact is, we
will not be starting all the various projects at once. The deadline for each project is
different. Actually, the issue we face mostly is the project with which faces problems
first takes the attention, and when it has the nearest deadline comparatively, it will
take the majority of the focus in the firm, leaving other projects unattended as
necessary. This then leads to another bottleneck when the due date of the next project
approaches. If you see as in the office, we are always in a hurry, always stressed to
meet up tight schedules. But personally I think a dedicated project manager should be
assigned for every project, then maybe a senior project manager to supervise the
overall flow of projects. But in our firm, it is always the urgent task that is given
priority. As a project manager myself sometimes I am not clear with my responsibility.
Sometimes, I might come to the office with list of activities that I want to do, but I will
be given a different task to fulfill a client’s urgent request.” [Interviewee 3]

"We frequently encounter delays in delivery for projects as a result of inadequate

coordination among numerous projects being managed concurrently. Getting prompt
responses and decisions from the project team can be difficult when they are spread
out across multiple projects. We would value a better organized method of managing
several projects, with clearly defined priorities for projects and resource allocation.“
[Interviewee 6]

28
Project delivery delays emphasize the negative effects of ineffective project coordination on
project timelines.Having trouble getting decisions and responses in a timely manner may indicate
that there are communication problems or bottlenecks on the project team.The demand for more
effective priority setting and resource allocation procedures is shown by the participants' desire
for an organized approach.

Theme 4: Effectof Multi-Project Management on Project Quality

“For us, upholding high standards is of utmost importance. To make sure that every
project complies with the necessary standards, we have built effective quality control
and assurance methods. However, overseeing numerous projects might occasionally
strain these procedures, so we must take care to make sure compliance is upheld in
each project.” [Interviewee 1]

“The stress of managing several projects at once might raise the likelihood of mishaps
or oversights that could compromise the quality of the project. It becomes essential to
ensure clear instructions across projects and to streamline
communication.”[Interviewee 4]

These responses focus on the possible risks when overseeing numerous projects at once,
including the likelihood of errors. It emphasizes how crucial effective coordination, concise
instructions, and clear communication are to preserving project quality throughout all projects.
Further, the participants explained how delivering up to standard projects is important to them,
clearing out regardless of stressed environment caused by managing multiple projects
simultaneously quality is nonnegotiable.

4.3. Discussion and Interpretation

In the case of SI Construction PLC, the analysis of the interview responses provided insightful
information about the difficulties associated with managing several construction projects at once.
The fundamental elements of multi-project management practices and their effects on cost,
schedule, and quality are comprehensively understood through the themes that emerged from the
analysis.

Theme 1: Challenges faced by SI Construction PLC due to managing multi projects

simultaneously

29
The first theme examines the difficulties SI Construction PLC has managing several construction
projects at once. Understanding the specific challenges and obstacles the company faced in
successfully managing several projects at once is the goal. The results of the interviews provide
important information for enhancing SI Construction's multi-project management procedures and
provide light on the particular difficulties the company experienced.

The interviews showed a number of problems SI Construction encountered when handling

numerous projects. The absence of clear project prioritization was one of the major issues noted.
Without a methodical method for ranking projects, it is challenging to allocate funds and choose
where to concentrate your efforts. This may lead to misallocation of resources, delays in project
completion, and subpar project outcomes. The results are consistent with previous research that
highlights project prioritization as a crucial component of multi-project management (Geraldi et
al., 2011; Killen et al., 2012). Organizations may strategically manage resources and guarantee
the successful completion of crucial projects by using effective prioritizing.

The difficulty of coordinating and synchronizing work across many projects was another issue
brought up in the interviews. Conflicting project timetables, dependencies, and poor
communication made it difficult for project teams to work together efficiently. This is consistent
with the research (Turner, 2014; Lechler et al., 2012) that emphasizes the necessity of efficient
coordination and communication in multi-project situations. According to the findings, better
coordination methods—like project management software and regular project meetings—are
necessary to address these issues and increase project performance.

Resource limitations became a serious problem for SI Construction. Conflicts frequently

emerged as a result of the limited resources being split across numerous projects, causing
inefficiencies and delays. The literature (Artto et al., 2011; Lechler et al., 2012) identifies
resource management as a crucial component of multi-project management, and this finding is
consistent with that literature. These issues can be resolved and resource utilization across
projects optimized by employing efficient resource allocation tools, such as capacity
management and resource utilization procedures.

The interviews also indicated how difficult it is to maintain open lines of information
flow among project stakeholders. Making decisions and solving problems were hampered by a
lack of current, accurate information. This result is consistent with the research (Geraldi et al.,
2011; Turner, 2014) that highlights the significance of information management and
communication in multi-project setups. Project outcomes can be enhanced by putting
communication techniques into practice, making use of collaborative tools, and promoting an
environment of open communication.

Theme 1 concludes by highlighting the difficulties SI Construction PLC has had managing
several construction projects at once. The findings emphasize the value of project prioritizing,
coordination, resource management, and communication, which is in line with the body of

30
previous literature on multi-project management. SI Construction could boost its multi-project
management procedures and project results by addressing these issues.

Theme 2: Effect of Multi-Project Management on Project Cost and Resource allocation

Understanding the impact of multi-project management on project cost and resource allocation at
SI Construction PLC is the main goal of theme 2. The goal is to examine the effects of managing
many projects at once on the organization's resources and financial aspects The results of the
interviews shed light on the particular difficulties and effects of multi-project management on
cost management and resource allocation.

According to the interviews, managing several projects at once has both favorable and
unfavorable effects on project cost. On the plus side, economies of scale can be attained by
pooling resources and taking advantage of project synergies. Cost reductions, increased
effectiveness, and better resource utilization may result from this. Conflicts over resources and
the complexity of managing resources across several projects, however, are the drawbacks. Cost
overruns, ineffective resource use, and increased project costs may arise from this. The results
are consistent with multi-project management literature that has already been published and
acknowledges the impact on project cost and resource allocation (Lechler et al., 2012; Artto et
al., 2011).

The efficient use of resources appeared as a significant challenge from the interviews. Strategic
resource allocation is essential due to the limited resources and the competing projects for those
resources. The results show that inefficient resource allocation can cause bottlenecks, delays, and
higher project costs. The importance of resource allocation in contexts with several projects is
supported by the literature, which emphasizes the requirement for effective resource
management strategies (Killen et al., 2012; Turner, 2014). These issues can be resolved and
resource allocation procedures improved by putting resource leveling, capacity planning, and
resource optimization strategies into effect.

The results further emphasize the significance of efficient cost control methods in multi-project
management. Controlling expenses and maintaining project budgets is difficult due to the
complexity of managing numerous projects at once. Cost overruns and other financial
uncertainties could occur in the absence of effective cost management procedures, which would
have a detrimental effect on the organization's financial performance. The literature (Geraldi et
al., 2011; Lechler et al., 2012) underlines the significance of cost control and cost management
in multi-project setups. Effective cost control can be achieved by putting in place reliable cost
monitoring systems, budget tracking tools, and regular financial evaluations.

31
The interpretation of the results show the significance of cost and resource management in multi-
project scenarios in comparison to the body of previous literature. The difficulties that SI
Construction is facing are consistent with the more extensive study on multi-project
management, emphasizing the demand for effective methods in resource allocation, cost control,
and financial management.

In conclusion, theme 2 emphasizes how resource allocation and project costs at SI Construction
PLC are affected by multi-project management. The results show both favorable and unfavorable
effects on project costs, highlighting the significance of effective resource allocation and cost
management procedures. The study supports previous multi-project management studies by
highlighting the importance of resource management, cost control, and finance management in
such situations. SI Construction can improve resource utilization, keep project costs under
control, and improve its financial performance by addressing these issues. The research's
conclusions provide useful information that the business may use to enhance its multi-project
management procedures and provide better project results.

Theme 3: Effect of Multi-Project Management on Project Schedule

Understanding how multi-project management affects project schedules at SI Construction PLC

is the main goal of theme 3. The goal is to examine the difficulties and effects of managing
several projects at once on project timelines and scheduling. The conducted interviews provide
insight into the unique scheduling challenges the business is now experiencing as well as the
effects of multi-project management on project schedules.

The results of the interviews show that scheduling multiple projects at once brings major
difficulties. Resource conflicts, delays and interruptions in project deadlines due to shared assets,
are some of the main issues noted. Additionally, coordination of tasks and schedule management
are made more difficult by project dependencies and interdependencies among several projects.
These results are consistent with the literature already available on multi-project management,
which acknowledges the effect of resource conflicts and project interdependencies on project
timelines (Lechler et al., 2012; Turner, 2014).

The interviews also provided insight into the strategies and methods used by SI Construction
PLC to effectively manage project schedules and alleviate problems. These consist of using
project scheduling software, reviewing schedules on a regular basis, and putting backup plans in
place in case of delays. In order to lessen the effects of multi-project management, the
organization realizes the necessity for proactive schedule management and takes action to
monitor and modify project schedules. The body of research affirms the value of schedule
management in contexts with several projects, highlighting the necessity for efficient scheduling
methods and tools (Artto et al., 2011; Killen et al., 2012).

32
In conclusion, the influence of multi-project management on project schedules at SI Construction
PLC is highlighted by Theme 3. According to the findings, managing numerous projects at once
might be difficult because of resource conflicts and project dependencies. However, even if
project schedules are impacted, the company puts project quality first. To overcome obstacles
and efficiently manage project timelines, SI Construction PLC uses a variety of tactics, including
project scheduling software and contingency planning. The study supports prior research on
multi-project management by highlighting the value of schedule management and the demand
for efficient scheduling methods in multi-project settings. SI Construction PLC can streamline
project schedule and boost overall project performance by addressing the issues found.

Theme 4: Effect of Multi-Project Management on Project Quality

The main goal of theme 4 is understanding the impact of multi-project management on project
quality at SI Construction PLC. The intent is to examine the difficulties the organization faces in
upholding project quality while overseeing numerous projects at once.

The results of the interviews show that managing several projects at once might affect the quality
of the projects in both positive and bad ways. Although SI Construction PLC places a high focus
on project quality, the interviews show that multi-project management's difficulties frequently
cause delays in project completion. These delays may put project teams under more strain and
impair quality.

Nevertheless, it was learned from the interviews that despite difficulties, project quality is valued
and upheld, even when it means project schedules are impacted. This finding implies that,
despite schedule delays brought on by managing several projects at once, SI Construction PLC
maintains a great focus on completing high-quality projects. This dedication to project quality is
consistent with best practices in the industry, which emphasize the significance of upholding
quality standards despite project constraints (Patanakul et al., 2016; Pinto et al., 2015).

The interviews also demonstrate how proactive measures are taken by SI Construction PLC to
guarantee project excellence. The company stresses the value of detailed quality control
procedures, thorough project planning, and efficient stakeholder communication. SI Construction
PLC works to provide projects that meet or exceed customer expectations by abiding by set
quality standards, carrying out frequent quality inspections, and putting quality assurance
systems in place.

In conclusion, the effect of multi-project management on project quality at SI Construction PLC

is highlighted by Theme 4. The results show that even while handling several projects at once
can provide difficulties for project quality, the organization is dedicated to maintain quality
standards. To overcome obstacles and guarantee project quality, SI Construction PLC uses
techniques like detailed project planning, stringent quality control procedures, and effective
communication. The study supports prior research on multi-project management by highlighting
33
the significance of quality management procedures and the demand for ongoing improvement in
multi-project settings.

Overall, the analysis of the interview replies offers insightful information about the difficulties
and procedures involved in handling several building projects at once. The results can be used as
a basis for enhancing resource allocation, project management methods, and risk management in
the context of SI Construction PLC.

Following an analysis of the interview data, it became clear that SI Construction PLC
experienced a number of significant difficulties when managing a number of construction
projects at once. These issues were found through a qualitative study of the participants'
interview responses. The challenges determined and the proportion of the sample that were
interviewed who mentioned each particular challenge are presented as follows:

1. Resource allocation: Majority of the participants mentioned resource management as a

major obstacle associated with managing several projects. They spoke of challenges in
efficiently allocating materials, equipment, and labor across numerous projects.
Ineffective resource planning and coordination resulted in delays, cost increases, and
inefficiencies.
2. Project coordination: Project coordination was cited as a significant issue by 50 percent
of the participants in the interviews. They explained the challenges of facilitating
seamless interaction, coordination, and integration of tasks across several projects.
Scheduling problems, and delays in project completion were caused by inadequate
coordination.
3. Time management: Time management was mentioned as a major difficulty by some of
participants in the interview. They said that it took careful planning, prioritization, and
efficient scheduling to manage numerous projects with different timetables and deadlines.
Project delays were caused by ineffective time management, which had a domino effect
on the success of other projects.

4. Stakeholder management: Two of the participants said that managing stakeholders

across several projects can be difficult. The demands and expectations of different
stakeholders, including as clients, subcontractors, and governing bodies, were cited as
being challenging to address. Stakeholder management was viewed as essential to project
success but was complicated by managing several projects at once.

5. Risk management: One of the participants said that risk management was difficult. They
talked on how challenging it is to recognize, evaluate, and mitigate risks across several
projects. Poor risk management techniques made projects more susceptible to unforeseen
occurrences, which had a detrimental effect on the project's cost, schedule, and quality.

Adopting appropriate tools and processes as well as effective project management strategies are
necessary to address these difficulties. Understanding the particular issues and how common
34
they are can help SI Construction PLC create focused solutions and put best practices into
practice to improve their multi-project management skills.

35
CHAPTER FIVE: SUMMARY, CONCLUSIONS and RECOMMENDATIONS

5.1. Introduction
This chapter presents the summary of findings, conclusions, and recommendations in a
structured and ordered manner. This chapter is intended to add to the body of knowledge in the
field of project management and inspire further researches on multi project management.

5.2. Summary of findings

The research aimed to identify the challenges of managing multiple construction projects
simultaneously and their effect on cost, schedule, and quality within SI Construction PLC. Semi
structured interviews with project managers, site engineers, and other pertinent participants in the
construction projects were used to gather the data.

The results provided some important insights. First, it was learned that handling several projects
at once had a big effect on costs. According to the study, cost overruns were frequently caused
by a project's increased complexity and conflicting resource needs. Increased labor costs,
material waste, and inefficiencies brought on by poor resource allocation and coordination were
the main causes of these cost overruns while dealing with multiple projects at SI Construction.

The study also emphasized how managing several projects affects project scheduling. The
findings showed that concurrent project management frequently caused schedule delays. The
main causes of schedule interruptions were determined to be conflicting resource availability,
overlapping project schedules, and a shortage of competent workers. The results also revealed
that insufficient project monitoring and control methods worsened schedule delays.

The study also looked at how managing several projects affected construction quality at SI
Construction. In respect to literature, the expected results were increased quality compromises
due to insufficient focus on details, hurried decision-making, and lack of quality control
resources. However, the results showed that the company ensures quality expectations for the
projects it delivers regardless of the work load and the time it takes.

Overall, in the case of SI Construction PLC quality is not effected for undertaking multiple
projects simultaneously. Whereas cost is effected, both positively and negatively, as there are
resources that can be minimized while executing projects simultaneously. Finally, delays are
common when undertaking multiple projects.

36
 5.3. Conclusion

In conclusion, the purpose of this study was to examine the difficulties SI Construction PLC
encountered when managing several construction projects at once and to comprehend how multi-
project management affected costs, resource allocation, project schedule, and quality. Several
significant findings within each theme were identified by thematic analysis of the interview data.

Theme 1: Challenges faced by SI Construction due to managing multiple projects

simultaneously

The results of this study shed light on the difficulties SI Construction PLC encountered when
managing several construction projects at once. The stakeholder and employee interviews
produced a number of important difficulties related to this theme.

The interviews revealed that SI Construction PLC has issues organizing shared resources,
handling potential conflicts between projects, and managing project dependencies. The absence
of a defined portfolio management strategy within the business leads to inconsistent project
management strategies and a lack of established processes. This lack of coordination and
uniformity can result in inefficiencies, hold up projects, and even cause cost overruns.

The research showed that a significant number of the people who were interviewed
acknowledged these difficulties, emphasizing the effect they had on project cost, schedule, and
quality.

The study offers a list of suggestions for overcoming these difficulties that are based on
academic literature and industry best practices. These suggestions place a strong emphasis on the
implementation of reliable resource allocation systems, effective project coordination
frameworks, time management strategies, strict quality control procedures, proactive stakeholder
management approaches, and thorough risk management frameworks.

By putting these suggestions into practice, SI Construction PLC will be able to handle more
construction projects concurrently and maximize overall project performance. These tactics
encourage effective stakeholder participation, streamlined project coordination, stringent quality
control, realistic time planning, efficient resource use, and proactive risk management.

Theme 2: Effect of Multi-Project Management on Project Cost and Resource Allocation

The second theme is how multi-project management affects the cost and resource allocation of
projects.

According to the interviews, managing numerous projects at once presents problems with cost
control and resource allocation. Resource shortages and conflicting priorities might result in
possible cost overruns. However, the company works to optimize cost management through
efficient resource allocation, planning, and communication.
37
Theme 3: Effect of Multi-Project Management on Project Schedule

The interviews made clear that juggling several tasks at once frequently causes scheduling
delays. Scheduling challenges might arise from managing project dependencies and resource
allocation across numerous projects. The firm does, however, recognize the value of project
scheduling and uses techniques to reduce delays and enhance overall project timetable
management.

Theme 4: Effect of Multi-Project Management on Project Quality

Despite the difficulties that come with managing numerous projects, SI Construction PLC is
consistent in its dedication to completing high-quality projects. According to the interviews, the
firm stresses quality control, employs extensive quality assurance procedures, and places a strong
emphasis on efficient communication and coordination among project stakeholders, despite the
possible delays brought on by multi-project management.

Overall, the results of this study shed light on SI Construction PLC's difficulties managing
multiple projects at once and offer understandings of how multi-project management affects
costs, resource allocation, project timeline, and project quality. The outcomes highlight the
necessity for the business to improve its portfolio management procedures, resource allocation
tactics, project scheduling approaches, and maintain project quality as a top priority.

5.4. Recommendation for the case company

SI Construction PLC can use a number of strategies and industry-recognized best practices to
handle the difficulties in managing many construction projects at once. The company can reduce
the risks related to resource allocation, project coordination, time management, quality control,
stakeholder management, and risk management by implementing these strategies. The
suggestions listed below offer suggestions on how to avoid these difficulties:

Implement a thorough resource management system that enables the effective distribution and
utilization of resources across a number of projects. To guarantee efficient allocation, this can
entail creating resource planning standards, using project management software for resource
tracking, and routinely assessing resource needs (Project Management Institute, 2017).

Establish a strong structure for project coordination that prioritizes effective communication
channels, frequent project meetings, and collaborative tools. To ensure efficient coordination,
information sharing, and integration of project activities, promote cross-functional teams and
develop a project culture (Turner & Müller, 2014).

Implement efficient time management techniques, such as creating realistic project schedules,
establishing precise deadlines and milestones, and routinely reviewing and revising project
38
timeframes. Track progress and anticipate delays by prioritizing work, identifying important
routes, and using project management tools (Project Management Institute, 2017).

Establish and implement strict quality control procedures and guidelines for all projects. This can
involve doing routine inspections, putting in place quality assurance processes, training staff
members on quality management techniques, and, if required, bringing in outside quality
consultants (Smith & Love, 2018).

Stakeholder management: Take a proactive stance by identifying important stakeholders,

comprehending their expectations, and creating efficient engagement and communication
techniques. To promote collaboration and successfully manage expectations, convey project
updates often, respond to concerns right away, and build strong connections with stakeholders
(Project Management Institute, 2017).

Implement a thorough framework for risk management that includes detecting, evaluating, and
reducing project risks. Each project should begin with a risk assessment, have a risk response
strategy in place, and routinely review and update risk registers. Promote a culture of risk
awareness and mitigation by including project teams in proactive risk management techniques
(Kerzner, 2017).

These conclusions have important implications for SI Construction PLC and the wider
construction sector. To lessen the negative effects of managing several projects at once, they
emphasize the significance of efficient project planning, resource allocation, and coordination.
The study highlights the need for better project monitoring and control systems, greater team
communication, and effective resource management techniques. These suggestions are based on
industry literature and research. By putting these tactics into practice, SI Construction PLC can
better manage multiple projects at once, overcome obstacles, and boost project performance.

5.5. Recommendation for future research

Several suggestions for future research can be made based on the findings and analysis of this
study on the difficulties of managing multiple construction projects concurrently in the case of SI
Construction PLC.

Examination of particular issues in depth: Future research can concentrate on performing a more
thorough examination of particular issues mentioned in this study, like resource allocation,
project coordination, and quality control. This would allow for a more thorough understanding of
the underlying causes of these difficulties as well as more specialized approaches to solving
them.

39
Comparative studies: It would be useful to compare the difficulties that SI Construction PLC is
facing with those of other construction firms that operate in comparable situations or in different
geographical locations. This would highlight any distinctive elements that might have an effect
on multi-project management processes and help identify issues specific to the industry.

Technology's impact: Upcoming study can examine how implementing cutting-edge

technologies and project management tools can enhance the management of numerous
construction projects. Investigating the efficiency of particular software programs, automation
devices, or online applications for simplifying project collaboration, communication, and
resource management may fall under this category.

Future research may involve speaking with various stakeholders and asking them questions via
surveys or interviews to gain their perspectives and experiences. Perspectives from different
stakeholders, including project managers, contractors, clients, and government agencies, can be
taken into account to provide a more thorough knowledge of the difficulties and potential
solutions in multi-project management.

Further, future study can concentrate on tracking and examining important performance
indicators over a prolonged period, to assess project success. Analyzing the long-term
performance and results of projects managed concurrently would offer insightful information on
the viability and effectiveness of multi-project management techniques.

40
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APPENDIX
GUIDE FOR KEY INFORMANT INTERVIEWS

Interview protocol prior to the interview;

- Check that interviews are conducted on a voluntary basis before the interview.

- Choose a place with minimal distractions;

- Describe the goal of the interview;

- Describe the expected length of the interview;

- Assure the confidentiality concerns;

- Outline the interview's format;

- Before the interview, ask the interviewers if they have any questions;

- Ask permission to voice record the interview session.

Introduction and Background:

Question 1: Could you give a brief description of your position and previous project
management experience?

Question 2: How many projects have you managed at once, and what particular
difficulties did you encounter while managing multiple projects?

Multi Project Management Practices:

Question 3: How do you distribute resources and set priorities for tasks when you are
managing multiple projects at once? (Planning Phase)
Question 4: How do you address project dependencies on both schedule and resource
conflicts?
Question 5: Can you share any best practices or insights you have gained from handling
several projects at once?

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Effect on Cost, Schedule, and Quality:

Question 6: How does managing numerous projects at once affect the overall costs of the
projects, in your view?
Question 7: What difficulties do you run into keeping project schedules when managing
multiple projects at once?
Question 8: How do you manage multiple projects at once without compromising the
quality of the projects?

Recommendations and Future Improvements:

Question 9: What suggestions would you make, based on your experience, to enhance
the administration of several projects in the construction sector?
Question 10: Are there any particular tools, applications, or technology that you think
will make managing many projects more successful and efficient?
Question 11: Which areas do you believe need more study or investigation in terms of
concurrently managing many construction projects?

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