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The research examined factors of effective maintenance management in the public sector. Data gathering and analysis involved personal interview and questionnaire.  The research hypothesis was subjected to test and analysis using chi-square (x2). The tested hypothesis disclosed that funds were the key to project success and sustainability.  A number of constraints as well as economic benefits of the study were highlighted. Recommendations from the study indicated that projects and facility maintenance should be tailored to the size of revenue realizable, maintenance implications should be considered along with project conception and the need for government sound policies in this regard.  Deductions from the study clearly show that when the required wherewithal for managing and maintaining projects/facilities are provided and properly carried out by competent managers, an outcome of satisfaction and drastic reduction in environmental accidents in our society could be assured.




Project management is an outgrowth of the need to develop and produce projects in the shortest possible time.  Project management is necessary in complex projects in order to provide a unity of purpose and to establish a focal point for pulling together the cooperative efforts of literally dozens of relatively autonomous organizations or bodies.  It is particularly useful wherever considerable coordination is required between several parties.

On the other hand, facility maintenance is not only valuable for the sake of longevity of the life of machines or other productive facilities but also it serves as a safety valve for the operators of the equipment.  According to Priel (1994), the maintenance of plant and equipment in working order is essential to achieve total quality, reliability and efficient working.  The best project or equipment will not work satisfactorily unless it is cared for, and cost of a breakdown in the system can be very high, not only in financial terms but also in poor staff morale and bad relations with customers.  The people and materials must also be maintained, through training, motivation, healthcare and even entertainment for the people, and proper storage and handling of materials.

Kerzner (2000) defines project management as the planning, scheduling, and controlling of series of integrated tasks such that the objectives of the project are achieved successfully and in the best interest of the project’s stakeholders.  Therefore, project management is an important factor for determining project success.  Where management is poor, there is failure.  There is no project that can provide the expected results without proper and sufficient management.  Sound project management is indeed a key factor in achieving the desired goals and objectives of a project.

There are many factors that affect sustainability and continuous derivation of services from projects long after their completion, perhaps the most important is the maintenance of projects or the facilities therein.  Maintenance in this context refers to the act of keeping the productive facilities in good condition, so that the optimal expected performance or output of the facilities remains about the same as when the facilities were initially put to use.

Maintenance of productive facilities is so important for any kind of organisation because the alternative – the replacement of equipment

– may be very costly financially and in terms of other requirements. 

In view of the limited resources of organizations and especially, Local Government Areas, the desire to acquire new facilities from time to time may be strong, but the capacity may be low.


Recently, there have been a series of environmental accidents such as air disasters, collapsed buildings, bridges etc in our cities in the various Local Government Areas.  These structures and infrastructures were designed to have a life span of over 30 years but they are neglected to decompose rapidly beyond repair because of sub-standard materials used or due to poor/lack of maintenance.

The main problem of this study is centred around inefficiency of project management and facility maintenance.  This work seeks to find solution to the problem.

(1)         How the Local Government Area recognizes the need for project Management and facility maintenance.

(2)         How projects are to be properly implemented and supervised.

(3)         How the administrators and politicians appreciate the essential elements of project management and facility maintenance.

(4)         How inadequate funds affect the project management and facility maintenance in the Local Government.

(5)         How project execution is to be approved and monitored by Government.


The major objective of this study is to know how project management and facility maintenance are carried out in Local Government Areas.  This is necessary because there is the view that efficient project management and sustainable facility maintenance is a key indicator of project success and future prospect of the project.

Other objectives of the study are:

(1)         To evaluate the performance of project management and facility maintenance in the Third Tier of Government.

(2)         To identify the major problems affecting project management and facility maintenance in the public sector.

(3)         To determine whether both project management and facility maintenance can lead to effective utilization of resources.

(4)         To enable Local Government Administrators and politicians appreciate and become conversant with the essential elements of both project management and facility maintenance programmes.

(5)         To enable readers have a better understanding of project management and maintenance management programmes in the public sector.


The under mentioned questions are fashioned out so as to obtain solutions to the fatal flaws in the project management and facility maintenance system.

(1)         What are the implications of project management and facility maintenance in an organization?

(2)         What are the constraints to project management and the maintenance of productive facilities?

(3)         Materials used in projects and maintenance of productive facilities, are they standard or sub-standard?

(4)         What is the extent of adherence to the laws in approving and monitoring projects in the Local Government Areas?


The research hypothesis focus on the following:

Null Hypothesis

HO: Inadequate funds hinder project development and facility maintenance in Local Government.

Alternative Hypothesis

HI: Inadequate funds in Local Government does not hinder project development and facility maintenance.


The delimitation of this study will be based on project management and the maintenance of productive facilities in Local Government. 

The study will cover the operations of the Oshimili-South Local Government Area with regards to the review of the related literature.

The review will enable the researcher to make an objective appraisal of the present position of projects and maintenance management of the Government especially the third tier of Government.


The study identified and made recommendation in the areas of efficiency and effectiveness of project management and maintenance activities in both public and private sectors.  The outcome of the research will enable the third tier of government administrators know that even if a project works as designed, it is useless if there are no benefits for the target beneficiaries, the local community or the nation in general.

The finding and recommendations of this study could be useful to Government officials particularly those in Local Government Areas, the academic environment and the general public.

It is hoped that the study will provide useful information for the Local Government policy adjustment in project management and facility maintenance where necessary because what was considered state-of-the-art yesterday is, in many cases, obsolete today.


Some terms used in this study, which seem not very common and with several usage are defined in a way to make their meanings clear in order to avoid ambiguity.

Critical Path Analysis:  A technique for planning and controlling large complex projects which consist of may interrelated activities and events.

Critical Path: This is a route though a network of events which will increase the duration time of project if any of the activities on the path are delayed.

Intangible Benefit:  Benefits, which cannot be evaluated correctly because they cannot be quantified.

Maintenance:  It is the work undertaken to ensure that plant, equipment, building etc are fully operational, and/or to deal with breakdowns in the minimum possible time.

Maintenance culture:  Is the conscientious attention to the use and maintenance of machines, equipment and other productive facilities.

Maintenance Management: Are those sets of tasks that should be conducted to ensure that facility-related components and systems perform functions and provide services which were designed to and for the period that they were so designed.

Programme:  This is a functional broadly defined business activity, which is planned to be of continuing duration and which will provide leadership influencing group projects.

Project:  Project management institute (PMI) defined a project as any undertaking with a defined starting point and defined objectives by which completion is identified.

Project Analysis:  Kanshahu described project analysis as an analysis of major feature of a possible new investment and evaluation of the desirability of committing resources to it.

Project Cycle:  According to Kayode (1979), the entire series of activities that must be covered from the project idea to the stage where a project is ready for operation is referred to as the project cycle.

Project Document: These are important documents related to the planning and implementation of a project.  They form the bases for project management.

Project Management:  Kerzner (2000) defines it as the planning, scheduling and controlling of series the projects are achieved successfully and in the best interest of the project’s stakeholders. Project Success:  Project success means achieving quality objectives by a given time and within budget.

Sustainability:  This applies to projects that are designed in such a way that continuity is ensured.

Total Productive Maintenance (TPM):  TPM is a Japanese concept and is defined as productive maintenance implemented by all employees, is based on the principle that equipment improvement must involve everyone in the organization, from line operators to top management.


Local Government is the third tier of Government in Nigeria and it is widely acknowledge as viable tool for rural development and for the delivery of social services to the people.  The Local Government is strategically located to perform these functions because of its proximity to the people, responsiveness and relative simplicity of operation.

Oshimili-South Local Government is one of the 774 Local Government Areas in Nigeria.  It is located in the northern part of Delta State, with its headquarters in Asaba.  As a third tier of government, the Oshimili-South Local Government enjoys the freedom of action to enable it perform its constitutional functions unfettered and energize sustainable national development from grassroots.

There are two arms of Government in a Local Government which is also applicable to Oshimili-South.  The Executive and the Legislature arms of Government.

Local Government autonomy is not absolute, it retains functional and fiscal relations with higher tiers of government, that is, state Government and Federal Government.  It operate strictly within the laws of Nigeria.

The Chief Executive of the Local Government is the Chairman, he is also the Accounting Officer of the Local Government.  He chairs the Executive Committee meeting which consist of chairman, vicechairman, supervisors and secretary of the Local Government appointed by the chairman.

The Oshimili-South Local Government consist of the following departments:

(1)         Department of Personnel Management

(2)         Department of finance, Planning, Research and Statistics

(3)         Department of works and housing

(4)         Department of Education

(5)         Department of Agriculture and Natural Resources

(6)         Department of Primary Health

The first two departments are the core department while the others are operation department, reflecting the basic functions and areas of concern of the Local Government.  No Local Government should have more than six Department in all.  Each department has a political head called a supervisor.

Another arm of Government is the legislature arm of the Local Government Council which consist of the Leader, Deputy Leader and the Councilors.  The Legislature power vested in the Local Government Council shall be exercised by bye-law duly passed by them.

Functions of Local Government Area

The functions performed by Local Government are many and varied. 

According to Onelakin, some of the functions are as follows:

(1)         The consideration and making of recommendations to state commission on economic planning or any similar body on economic development of the state.

(2)         Licensing of bicycles, trucks (other than mechanically propelled trucks), canoes, wheel barrow and carts.

(3)         Construction of highways, parks, gardens, open spaces or such public facilities as may be prescribed from time to time by the House of Assembly of a state.

(4)         Provision and maintenance of public conveniences, sewage and refuse disposal.

Establishment, Maintenance and Regulation of slaughter houses slabs, Markets, motor parks, and public conveniences etc.

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