Exploring the extent to which project scope management processes

influence the implementation of telecommunication projects



By Sakariye Mahamed Abdilahi1, Funke Folasade Fakunle2, Adebayo Adeboye Fashina1,3*

1Project Management Program, School of Graduate Studies and Research, Gollis University, 26 June District, Hargeisa, Somaliland.

2Compliance and Auditing Department, AdeFolasade Management Systems Consults, Lagos-Nigeria.

3Engineering Management Program, School of Graduate Studies and Research, Gollis University, 26 June District, Hargeisa, Somaliland.

*Corresponding author: Adebayo Adeboye Fashina. adebayofashina@gmail.com




This paper attempts to fill a significant knowledge gap by exploring the extent to which project scope management processes influence the implementation of telecommunication projects in Somaliland. Using a questionnaire survey design with the six aspects of project scope management, data were acquired from 59 stakeholders chosen based on simple random sampling from the Somaliland telecommunication industry. SPSS Statistics Software and Microsoft Excel Packages was then used to analyze the collected data. This was achieved by computing the Cronbach’s Alpha, mean values and Relative Importance Index (RII), respectively, for reliability check and ranking purposes. The results from the analysis indicate that project scope control (RII = 0.672), project scope validation (RII = 0.660) and project scope verification (RII = 0.636) are the three most preferred project scope management processes, in terms of their level of significance to the implementation of telecommunication projects, respectively. The implications of the results obtained in this study are quite essential to impending telecommunication projects as they provide new insights that could guide the development of strategies required for future implementation of project scope management in the telecommunication industry. Consequently, telecommunication companies are recommended to mandate scope management practices when implementing future telecommunication projects with the task to continuously organize project management training activities for their staffs.

Keywords:    Project Management, Project Scope Management Processes, Application of Scope Management, Telecommunication Projects, Low-income Countries, Somaliland


With a huge competitiveness in the global telecommunication industry in recent years, telecommunication companies are now faced with the task of effectively implementing telecommunication projects based on a definite project scope that can help achieve the complete projects objectives (Fashina, Abdilahi, & Fakunle, 2020; Khan, 2006). Consequently, the failure or success of projects such as building and construction projects (Fakunle, Opiti, Sheikh, & Fashina, 2020), telecommunication projects (Fashina et al., 2020) depends on how effective the project scope is managed. This is one of the reasons why scope management ensures that a project’s scope is correctly defined and mapped, which in turn allows the project managers to properly allocate the required labor and costs needed to complete any project (Nath & Momin, 2014).

More importantly, project scope management focuses on planning and controlling (Dumont, Gibson, & Fish, 1997) and that is why the management of clients’ or stakeholders’ expectations can be quite taskings for a project manager (Fashina, Fakunle, & Opiti, 2020). Essentially, a discrete scope helps stakeholders involved in a project to stay on the same page all through the project’s lifespan (Sheikh, Fakunle, & Fashina, 2020). So, when a project scope is clearly defined, effectively managed and communicated to the stakeholders involved in the project, it can safeguard such projects from potential issues or challenges (Fashina et al., 2020; Ogunberu, Olaposi, & Akintelu, 2016). Project scope can therefore help differentiate between what is and what is not involved in a project and controls what is to be allowed or removed as it is implemented (Bingham & Gibson, 2017; Cho & Gibson, 2001; Dumont et al., 1997). Scope management also generates control factors, that can be applied when tackling issues that are the consequences of changes during the different phases of the project. One can thus argue that project scope is critical, and without it, project managers would have no clue of timeline, cost or labor involved in a project (Fakunle & Fashina, 2020). This implies that scope management serves as the foundation for the decision-making of a project manager during the course of any project (Bingham & Gibson, 2017; Cho & Gibson, 2001; Dumont et al., 1997).

Furthermore, project scope management is basically used to support the management of projects to succeed. This includes ICT and telecommunication projects that are introduced by telecommunication companies (Beldi, Cheffi, & Dey, 2010; Kapsali, 2011). Prior studies also confirmed that the core aspects of project scope management used by telecommunication sector include project scope plan, scope control, scope verification and work breakdown structure, respectively (Ogunberu et al., 2016; Ogunberu, Olufemi, & Olaposi, 2018). Studies by (Eckerson, 2011; Ogunberu et al., 2018) have also shown that the implementation of project scope management to manage projects like IT projects normally goes a long way to improve the project delivery success.

In spite of this fundamental understanding of scope management and the increasing implementation and development of ICT and telecommunication projects in low-income countries (Fashina et al., 2020; Ogunberu et al., 2018), a huge number of these projects have experienced huge failure rates, possibly, due to poor project scope, design and management (Fashina et al., 2020; Gutierrez & Berg, 2000). This is why the telecommunication industry and their project management teams are examining procedures and processes involved in managing projects in an effort to increase the project success rates (Gutierrez & Berg, 2000). Within this context, the telecommunication companies in low-income countries need to give extra attention to project scope management practice in order to safeguard return on investment and sustain market share. There is therefore a need to explore the extent to which project scope management processes influence the implementation of telecommunication projects in Somaliland.


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How to cite this paper: Abdilahi, S. M.; Fakunle, F. F.; Fashina, A. A. (2020). Exploring the extent to which project scope management processes influence the implementation of telecommunication projects; PM World Journal, Vol. IX, Issue V, May.   Available online at https://pmworldlibrary.net/wp-content/uploads/2020/04/pmwj93-May2020-Abdilahi-Fakunle-Fashina-telecommunications-project-scope-management.pdf



About the Authors


Sakariye Mahamed Abdilahi

Hargeisa, Somaliland




Sakariye Mahamed Abdillahi is a member of Dr. Adebayo’s research group at Gollis University and an Assistant Lecturer in the department of telecommunication engineering at same University. Sakariye hold a B.Sc. degree in Telecommunication Engineering and Master of Arts in Project Management from Gollis University, Hargeisa, Somaliland. He is proficient in communication, training, organization, the use of social media outlets, and the use of Microsoft Office packages such as MS Word, MS Excel, and MS Power point.

His research interests evolve around the application of project management knowledge areas to telecommunication projects, project and engineering management, application of project management knowledge areas to small and medium enterprises (SMEs) etc.

Sakariye can be contacted on zakariemoe@gmail.com


Funke Folasade Fakunle

Lagos Nigeria



Funke Folasade Fakunle is a young female NEBOSH international diploma qualified professional with 10 years of significant QHSE experience in QHSE management, training and consultancy. Being passionate about Health, Safety and Environment (HSE) and management system in the workplace, she has acquired certifications in Process Safety: Hazard Operability study (HAZOP), Lean six sigma (Green Belt Holder), ISO 9001 Lead Auditor, OHSAS 18001 Lead Auditor, AOFAQ Level 3 Award in Education & Training, NEBOSH International Diploma in Occupational Safety and Health, NEBOSH International General Certificate in Occupational Safety and Health, Project Management, Rigging Safety and Inspection etc.

Funke received a B.Sc. degree in Mathematics from the University of Uyo, Akwa-Ibom, Nigeria in 2008. Over the past 10 years, she has gained significant QHSE experience in various industries.  These include construction, oil & gas, logistics and transportation, telecommunication, manufacturing, banking and security sectors. She is a register Professional/Associated Member of the International Register of Certificated Auditors (IRCA), International Institute of Risk and Safety Management (IIRSM), and Society of Petroleum Engineers (SPE).

As an QHSE Consultant/Trainer at present, she conducts QHSE training, consulting and auditing/evaluation exercises that help improve the QHSE Management Systems of various organizations. This allows her to adequately provide her clients with the necessary advisory services that include but not limited to HSE employee orientation training, development, planning and implementation of QHSE Management Systems, QHSE auditing, Environmental Management System, process improvement and so on.

Funke can be contacted on funkefolasade7@gmail.com


Dr. Adebayo Adeboye Fashina

Hargeisa, Somaliland




Dr. Adebayo Adeboye Fashina is a young certified management consultant (CMC), professional researcher, educator and education management consultant with over eight years of significant international experience working on STEM education, EOMS/Project management research and teaching, science research and teaching, and capacity building at various levels of education across Africa.

Dr. Adebayo hold a Bachelor’s degree in Physics/Electronics, MSc. in Theoretical Physics and Ph.D. in Theoretical and Applied Physics. He currently works with Gollis University, Hargeisa as an Associate Professor of Physics and Engineering Management. Prior to his present job, he worked as a Researcher/GTA/Lecturer-B at AUST before joining Kampala International University, Uganda as a Senior Lecturer and later worked as an Associate Professor at William V. S. Tubman University, Liberia. He was nominated for the 2016 Sustainable Energy Africa Awards and shortlisted as one of the three finalists in the ”Emerging Leaders” award category at the 2016 Nigeria Energy Forum.

Dr. Adebayo has conducted training workshops, seminars and given speeches/talks/presentations at local and international conferences. He has published more than 20 articles in reputed journals and is an active reviewer of many international journals. He is a motivated, energetic and focused individual with strengths in innovative teaching approaches, interdisciplinary research, data analysis, teacher training and team management. His research interest includes sustainable living, project management, RE policy and management, education organization management system (EOMS), educational planning, photonic nanostructures of materials etc. He is a fellow of African Scientific Institute, USA and the Institute of Management Consultants, Nigeria.

Dr. Adebayo can be contacted on adebayofashina@gmail.com  or afashina@gollisuniversity.org