Assessing the adoption and impact of digital transformation in project management: A case study of operation eyesight universal (OEU) in Lusaka District, Zambia

Abstract

Digital transformation is increasingly central to the ability of non-governmental organizations (NGOs) to manage projects efficiently, use evidence in decision-making, demonstrate accountability, and extend services to underserved populations. However, evidence on how digital technologies shape project management in resource-constrained health NGOs remains limited. This study assessed the adoption and perceived impact of digital transformation on project management at Operation Eyesight Universal (OEU) in Lusaka District, Zambia. It examined the digital tools used in planning, monitoring, and reporting; their influence on project efficiency, coordination, accountability, and service delivery; and the challenges and opportunities associated with implementation. A qualitative single-case study design and an inductive approach were used, with the Unified Theory of Acceptance and Use of Technology providing a sensitizing theoretical lens. Twenty-five staff members with direct experience of digital project operations were purposively selected and recruitment continued until no substantively new themes were identified. Participants included project managers, project and field officers, programme coordinators, monitoring and evaluation personnel, IT/technical staff, and programme support staff. Data were generated through 20–30-minute semi-structured interviews. Interview recordings were transcribed and analyzed thematically through familiarization, coding, theme development, review, definition, and interpretation; participant codes P1–P25 protected anonymity. Credibility was strengthened by comparing accounts across staff roles and by checking recurring claims against documentary evidence. The findings showed that Electronic Medical Records, Kobo Toolbox and other mobile data-collection applications, project-management and reporting platforms, digital dashboards, and teleophthalmology systems were embedded to varying degrees in OEU’s project workflows. Participants reported that these tools accelerated data capture and reporting, improved access to real-time information, supported task allocation and cross-departmental coordination, strengthened monitoring and accountability, and enabled faster responses to field conditions. Teleophthalmology and digital patient records were also perceived to improve continuity and reach of eye-care services, particularly for remote communities. EMRs and dashboards improved visibility of targets, schedules, follow-up requirements, and donor-reporting information, while mobile data reduced delays between field activity and management review. Nevertheless, poor network coverage, system downtime, and limited devices, uneven competence in advanced functions, and dependence on technical support constrained consistent use. These findings indicate that performance benefits encouraged adoption, while facilitating conditions, especially connectivity, equipment, training, system integration, and responsive support, determined whether those benefits could be sustained. The study concludes that digital transformation can strengthen project management in a health NGO when technology is treated as an organizational change process rather than a stand-alone technical intervention. It recommends targeted investment in reliable infrastructure and interoperable systems, continuous role-specific training, prompt technical support, clear data-governance procedures, and partnerships that support sustainable financing and implementation. By documenting these relationships in an eye-health NGO, the study provides context-specific evidence from Zambia for organizational leaders and implementation partners.