The Role of Risk Management Practices in the Success Performance of Constituency Development Fund Projects: A Survey of JUJA Constituency Kiambu- Kenya

The general objective of the study was to examine the project management drivers affecting implementation of power projects in Coast Region. The target population comprised of 172 project managers implementing the ongoing projects at KPLC, REREC, KENGEN and KETRACO in the Coast region. This study adopted descriptive survey design. Stratified random sampling method was used to select relevant respondents from across the board in the various categories of contractors, site managers, civil engineers, site supervisors and consultants. Structured questionnaires were used to collect primary data from respondents. Quantitative data was analyzed using SPSS version 28. The study found out that there was a positive and significant relationship between project communication and implementation of power projects in Coast Region. There was a positive and significant relationship between project monitoring and implementation of power projects in Coast Region. There was a positive and significant relationship between project stakeholder management and implementation of power projects in Coast Region. Lastly, there was a positive and significant relationship between project planning and implementation of power projects in Coast Region. Based on the findings, the study concluded that project communication, project monitoring, project stakeholder management and project planning have a positive and significant effect on the implementation of power projects in Coast Region. The study recommended that one way for project managers to promote communication is to ensure that reports reach members in time; to schedule times when members gather and communicate; and to ensure that communication records are available to team members. Secondly, monitoring ought to be done consistently with a specific end goal to have the capacity to track the project and distinguish issues sufficiently early before they leave hand. It is also recommended that project teams should ensure that stakeholder's intervention level is always known. Project activities should be planned based on the careful analysis of the project stakeholders and their interests. Lastly, complex projects require a proper and approved plan. This is important because, without this platform, project implementation and completions will not happen.

Section: Project Stakeholder Managementmentioning

confidence: 99%

Effect of Project Management Drivers on Implementation of Power Projects in Coast Region

M’IKUNYUA,

DATCHE, PhD

2023

“…According to Miano (2016), there is little community involvement in the CDF projects in Kenya because members of the community are rarely involved in various project management phases. 60 percent of community members are entirely not included in the selection and implementation of projects (Wamugu & Ogollah, 2017). A few voting public cannot effectively execute their undertakings because of an absence of clear usage plans, thus leaving many slowed down projects despite the immense measures of assets dispensed (Lumiti, 2016).…”

Section: Statement Of the Problemmentioning

confidence: 99%

“…Planning is a process that every organization undergoes to develop various steps necessary for defining a project's objectives, identifying the scope and development of tasks to be carried out (Salvato & Vassolo, 2018). Compelling stakeholders' contribution can: provide a path for network individuals to share data, energize an increasing majority rule process, give an exchange between the network and leaders, produce imaginative options and arrangements, help arrive at an accord on taking care of issues in the network (Wamugu & Ogollah, 2017). Individuals of the network ought to be viewed as equivalent accomplices in the discourse during the project's execution.…”

Section: Stakeholders' Involvement In Project Planningmentioning

confidence: 99%

Stakeholders’ Involvement in Project Life-Cycle and Sustainability of National Government Constituency Development Fund Projects in Kenya: A Case Study of Likoni Constituency

OKETCH,

OWUOR (PhD)

2022

The study's general objective was to determine the influence of stakeholders' involvement on project lifecycle and sustainability of National Government Constituency Development Fund projects in Kenya; A case of Likoni constituency. The specific objectives of the study were; to determine how stakeholders' involvement in project identification influence the sustainability of NG-CDF projects in Kenya, to assess how stakeholders' involvement in project planning influence sustainability of NG-CDF projects in Kenya, to understand how stakeholders' involvement in project implementation influence sustainability of NG-CDF project in Kenya and lastly to establish how stakeholders' involvement in project monitoring influence sustainability of NG-CDF projects in Kenya. The study was anchored on stakeholder theory, rational planning theory, theory of sustainability, project management theory and theory of change. The study targeted a total of 120 management committee members and project executors while a Slovin's formula was utilized to arrive at a sample of 92. The structured questionnaires were used to collect primary data from the target respondents and analyzed by the use of both descriptive and inferential statistics with the help of statistical package for social sciences (SPSS version 25). Correlation and regression analyses were used to establish the relationship between the independent and the dependent variables. Test of the hypothesis was done at 95% confidence interval. The study found that there was a positive and significant relationship between stakeholders' involvement in the project life-cycle and the sustainability of NG-CDF projects in the Likoni constituency. The study concluded that stakeholders' participation in the project life cycle had a positive and significant influence on the sustainability of NG-CDF projects in the Likoni constituency. The study recommended that NG-CDF committees should utilize needs assessment, selection of project objectives, project team, and other essential requirements of the project. All NG-CDF stakeholders should be involved in identifying, planning, and managing their needs without imposed interventions. There is also a need for better formulation of strategies to increase citizen participation in the implementation stage of NG-CDF projects. Lastly, monitoring should be a non-stop undertaking that uses a methodical gathering of information.

“…By use of descriptive survey design for a sample of 409 respondents, the study established that; stakeholder's involvement in project initiation, planning, implementation and review contributed to project outcome. Wamugu and Ogollah (2017) assessed the role of stakeholder's participation on the perfomance of constituency funded projects in Mathira East Constituency; the study adopted a descriptive research design for all CDF projects in the constituency and established that; participation had a positive and significant effect on perfomance of CDF projects. Kenya ferry services have over the years implemented various projects to easy the transportation at the Likoni channel, however, there have been complains of congestion and time wasting when crossing the channel which gives an indication that the two parties do not work together in solving the problems at the channels (Kenya Ferry Services, 2018).…”

Section: Page: 741mentioning

confidence: 99%

“…Further, it can be used to enhance decision-making and expand conceptions of solutions to any project problems. Wamugu and Ogollah (2017) assessed the role of stakeholder's participation on the performance of constituency fund development projects in Kenya, a case of Mathira East Constituency. A descriptive research design was adopted, whereby both quantitative and qualitative data was collected using a questionnaire from Mathira East constituency.…”

Section: Program Theorymentioning

confidence: 99%

Influence of Stakeholder’s Involvement on Project Performance. A Case Study of Kenya Ferry Services

GITHINJI,

OGOLLA,

KITHEKA (Ph.D)

2020

Kenya ferry services has over the years implemented various projects to easy transportation at the Likoni channel, however, there had been complains of congestion and time wasting when crossing the channel which gave an indication that the two parties were not working together in solving the problems at the channels. To provide a solution to these problems, the study determined the influence of stakeholder's involvement on project performance at Kenya Ferry Services. The study adopted a descriptive research design, target population comprising 231 stakeholders of Kenya ferry services partners from which a sample of 70 respondents was selected. Data collection was done by use of questionnaires after a pilot study and analysed by use of only linear regression with the aid of SPSS program. The study findings established that: involvement of stakeholders in project identification was found to significantly and positively relate to project perfomance; it was observed that organization respect for stakeholders concerns to be the highest influencing factor in project identification; involvement of stakeholders in project planning was found to significantly and positively relate to project perfomance, it was observed that involving stakeholders in decision making as the most influential factor; involvement of stakeholders in project monitoring was found to significantly and positively relate to project perfomance, it was observed that using of inspection list as standardized organization monitoring practices and setting baselines for stakeholder's involvement in monitoring its activities are the most influential factor and lastly, it was established that involvement of stakeholders in project funding was found to significantly and positively relate to project perfomance, it was also observed that, involvement of stakeholder's in resource allocation was observed to be influential. The study recommended that enhancement of stakeholder involvement in project identification for better contribution to project perfomance; consideration for the concerns of all stakeholders equally instead of implementing what the national government commanded and a clear spell out of rules of engagement for stakeholders to avoid confusion on what they could do during the project management process.