The principal purpose of this study was to examine the role of risk management practices in the management of CDF projects to establish if such projects apply the PMBOK ® (2000) recommended techniques of mitigating project risk that limit their success. The study focused on CDF projects in JUJA constituency in Kenya. It was based on the premise that CDF projects fail to achieve their intended objectives due to their constant exposure to risk factors that derail their planned budget, schedule and quality of their deliverables.To understand the role of risk management in CDF projects, this work aimed at identifying the success performance of the projects against the level of application of the recommended PMBOK ® risk management practices and the extent of application of each level of risk management. The target population was 239 projects in Juja constituency selected on the criteria of budget allocation of Ksh 200,000 and conducted between the periods of 2007-2009. A representative sample size of 24 projects was picked using simple random sampling technique. The method used to gather data was researcher administered questionnaire on the PMC team leader who controlled the day to day project activities. An observation of each project was done to ascertain the actual status of the project. Data was analyzed both qualitatively and quantitatively using statistical representation such as percentages, mean score, tables and graphs. These work revealed that the level of the application of risk management practices in CDF projects was minimal. A vast majority of the project managers attested to their ignorance to
The principal aim of the study was to assess the influence of scope management as a tool in project management in implementation of government funded projects to establish if such projects apply the PMBOK® (2000) recommended techniques of defining scope, planning for the scope and change control mechanisms in place as such projects progress. The study focused on fish ponds projects in Gatundu south District in Kenya which were under Economic Stimulus Program, a government initiative to address issues of food sustainability, unemployment and overall economic growth of the economy. The study was motivated by the observation that the projects were initiated as pilot projects in 140 constituencies which were later to be rolled out in other constituencies in the country. However some of the projects didn't achieve their intended objectives. The study targeted the 200 fish pond projects Gatundu south District where a sample of 20 fish pond projects were identified and formed the sample. The respondents for the study were the fish pond owners. Questionnaires were prepared and hand delivered to the respondents to assist in data collection which was later analyzed through descriptive statistics and presented with frequency tables. Among the parameters probed were projects scope definition which included stakeholder's involvement in projects designing, quality and sources of water for the ponds, source of feeds, and training of the farmers before initiation of the projects. The nature of planning for the projects studied included the sustainability of the projects in terms of continues supply of water and feeds, marketing structures in place for the produce and public sensitization as the projects progressed. Change control mechanisms considered included flood and drought mitigation structures, change in pond specifications and variations in feed. From the study what emerged
This study sought to determine the influence of the internal organizational context on strategy implementation among cooperative societies in Nairobi, Kenya. The study adopted a survey research design to collect data and a quantitative design for data analysis. The study covered a sample of 291 primary cooperative societies selected using a random sampling method from a population of 2,149 societies. Data was analyzed using descriptive and inferential statistics. Out of a sample of Two hundred and ninety-one sets of research instruments two hundred were filled and returned; representing a significant response rate of 68.73%. Out of the 200 respondents, only 180 responding societies had formulated strategic plans and these were the only ones covered by the variable analysis (61.85%). The study found a strong positive correlation between the internal organizational context and strategy implementation (r =.674, n=180, p <.001). The study concludes that the major milestones of strategy implementation had not been achieved in most societies. Successful implementation of strategic plans in cooperative societies requires its organizational structure to be aligned to its strategic plan. It must also be flexible enough to be responsive to any environmental changes. The leadership must be strategic in their outlook, able to not only guide the people but also motivate them towards strategy implementation. Finally, the culture of the organization must be conducive to the strategy being implemented.
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