Date of Conferral







Ebony Stringer


AbstractCompelling evidence signified persistent challenges of project managers regarding project failures in Ghana. Lack of proper alignment of business strategies largely contributed to project failures. A major concern of project managers in Ghana was that the nonalignment of business strategies and project management processes leads to project delays and cost overruns. The purpose of this qualitative exploratory multiple-case study was to identify strategies project managers of government-funded projects in Ghana used to align business strategies with project management processes to improve performance. This study was framed by the Hoshin Kanri process. The study aimed to understand how aligning business strategies and project management processes could improve performance. The research gap and problem were addressed using data collected from 10 project manager participants, field notes, data entries for reflexivity, and insight from subject matter experts. Critical analysis of the textual data and the cross-case synthesis analysis yielded three conceptual themes. The themes were (a) cultivate staff, (b) make a plan, and (c) monitor progress. Furthermore, eight subthemes emerged, including (1) consider staff welfare, (2) provide training, (3) provide incentives and consequences, (4) good project management, (5) ensure funding, (6) inspecting sites, (7) involve the community, and (8) use of technology. Implications for social change include the need for better project management approaches, including the use of technology for remote site inspection and providing benefits and incentives to project managers and workers beyond what is common today.