Project Planning Practices and Performance of Roads Construction Projects in Kenya
DOI:
https://doi.org/10.53819/81018102t4298Abstract
The purpose of this study was to investigate the influence of project planning practices on the performance of road construction projects in Kenya. Additionally, the study sought to determine the moderating effect of project monitoring on the relationship between project planning practices and project performance. Road construction projects in Kenya frequently encounter issues such as cost overruns (averaging 45%) and delays (up to 21 months), leading to poor performance. Despite the implementation of project planning practices, these challenges persist, affecting the overall quality and efficiency of road projects. The study adopted a positivist research philosophy and employed both cross-sectional survey and explanatory research designs. The target population included 62 contractors, 54 resident engineers, 60 quantity surveyors, 32 KURA officials, and 28 KENHA officials in Kenya. The sample size was determined using Slovin’s formula and selected through stratified random sampling. Data collection methods encompassed both primary data, gathered via structured questionnaires, and secondary data from the websites of the Kenya Urban Roads Authority (KURA) and Kenya National Highways Authority (KENHA). Qualitative data were analyzed thematically, while quantitative data were processed using descriptive and inferential statistics through SPSS version 25. Results were presented using tables, pie charts, and bar charts. The study found that project planning practices have a positive and significant effect on the performance of road construction projects in Kenya. Additionally, it revealed that project monitoring moderates the relationship between project planning practices and the performance of road construction projects. From a practical standpoint, the study emphasizes the need for structured planning, including stakeholder identification and clear project objectives, to enhance outcomes. From a policy perspective, the findings support mandating rigorous planning and monitoring frameworks to better equip project managers and enhance infrastructure development.
Keywords: Project Planning, Project Performance, Road Projects, Project Management
References
Abbasbhai, M. J., & Somabhai, A. P. (2020). Factor Affecting Performance of Construction Projects. International Research Journal of Engineering and Technology, 7(6), 34-51.
African Development Bank. (2019). Road infrastructure development and maintenance in Africa. African Development Bank Group. Retrieved from https://www.afdb.org/en/documents/road-infrastructure-development-and-maintenance-africa-2019
Babbie, E.R. (2017). The Basics of Social Research. Boston: Cengage Learning.
Bor, K. E., & Chepnoen, K. E. (2018). Influence of PMIS user knowledge on performance of construction projects in South Rift Kenya. International Journal of Economics, Commerce and Management, 6(5), 311-329.
Caniëls, M. & Bakens, R. (2020). The effects of Project Management Information Systems on decision making in a multi project environment. International Journal of Project Management, 30(2), 190-212. https://doi.org/10.1016/j.ijproman.2011.05.005
Famiyeh, S., Amoatey, C.T. & Agbenohevi, C.S. (2019). Major causes of construction time and cost overruns: A case of selected educational sector projects in Ghana. Journal of Engineering, Design and Technology, 15(2), 181-198. https://doi.org/10.1108/JEDT-11-2015-0075
Gholipour-Kanani, Y. & Fallah, S. (2018). The Effect of Project Management Information System on Project Managers and Project Success. International Journal of Research, 12, 90-121.
Kisavi, J. M. (2019). Critical Factors and Their Influence on Performance of Road Construction Projects in Kiambu County, Kenya. International Journal of Community Well-Being, 2(3)1-45.
Kwak, M. J., Kim, J. F. & Song, J. Y. & (2018). PMIS in Project Management. Journal of Project Management, 36(11), 1100-1109.
Kumar, R. (2019). Research Methodology: A Step-by-Step Guide for Beginners. New York: SAGE Publications Ltd.
Majumder, S., Majumder. S. & Biswas, D. (2022). Impact of effective construction planning in project performance improvement. International Journal of Methodology, 56(4), 2253-2264. https://doi.org/10.1007/s11135-021-01224-5
Muute, N.C.; & James, R., (2019). Project Planning Practices and Performance of Construction Projects in Nairobi County, Kenya. International Journal of Economics, Business and Management Research, 3(7), 118-133.
Mwanza, P.W., Namusonge, G.S., & Makokha, E.N., (2020). Influence of Project Planning Practice on Performance of Construction Projects in Kenya. International Journal of Social Sciences and Information Technology, 5(5), 23-30.
Mwita, M. (2020). Treasury moves in to cull white elephant projects. Retrieved from https://www.the-star.co.ke
Ndurya, M. & Bii, B. (2019). Turkwel — the Sh6bn white elephant. Retrieved from https://kenyagather.org
Ngari, C. W. & Ndiritu, A. (2017). Influence of Project Management Information Systems Attributes On Project Performance: A Case of Youth Polytechnic Development Projects in Embu County, Kenya. International Journal of Project Planning and Management, 5(2), 147-161.
Nyandongo, K. & Lubisi, J. (2019). Assessing the use of Project Management Information Systems and Its Impact on Project Outcome. International on Industrial Engineering and Operations Management, 23, 101-129.
Obodoh, D.A., Mbanusi, E. & Obodoh, C. (2019). Impact of Project Management Software on the Project Failure Rates in Nigerian Construction Industry. International Journal of Innovation Science, 2, 358 - 367.
Ochieng, P. A., & Ochieng, W. J. (2021). Project management information systems: A key to project success in Kenya. International Journal of Project Management, 29(4), 467-475).
Odongo, J., & Mugenda, O. M. (2019). Factors influencing the performance of road construction projects in Kenya. International Journal of Project Management, 31(6), 834-845).
Ogero, D. K. (2018). Influence of Project Management Information System on Project Performance in the Construction Industry: A Case of Nairobi County, Kenya. Retrieved from http://erepository.uonbi.ac.ke/
Shaw, E.H. (2020). Constructing a partially formalized general theory of the marketing system: insights from the history of marketing thought. Journal of Historical Research in Marketing, 12(2), 263-283. https://doi.org/10.1108/JHRM-11-2019-0046
Sileyew, K. (2019). Research Design and Methodology. Washington DC: Intechopen.
Tuyishime, A. C., & Nyambane, D. (2021). Planning and project performance in public institutions in Rwanda. A case of establishment of a Frequency Spectrum Management and monitoring system project in Rwanda. The Strategic Journal of Business & Change management, 8 (1), 780 – 790. https://doi.org/10.61426/sjbcm.v8i1.1948
Valentinov, V., Hielscher, S., & Pies, I. (2016). Emergence: A Systems Theory's Challenge to Ethics. Systemic Practice & Action Research, 29(6), 597-610. https://doi.org/10.1007/s11213-016-9380-9
Von Bertalanffy, L. (1972). The History and Status of General Systems Theory. Academy Of Management Journal, 15(4), 407-426. https://doi.org/10.2307/255139
World Bank. (2017). Construction project management: Strategies and practices. World Bank Group. Retrieved from https://www.worldbank.org/en/publication/construction-project-management-2017
Zambare, P. & Dhawale, A. (2017). Project Management Information System In Construction Industry. International Journal of Engineering Sciences & Research Technology, 6(7), 54-67. https://doi.org/10.32738/JEPPM.201707.0001
Zenko, Z., Rosi, B., Mulej, M., Mlakar, T., & Mulej, N. (2013). General Systems Theory Completed Up by Dialectical Systems Theory. Systems Research & Behavioral Science, 30(6), 637-645. https://doi.org/10.1002/sres.2234
