Effects of Training Project Teams on Project Performance: A Case Study of Keiyo South Constituency Development Projects

Authors

  • Dennis Kiprono Korir Jomo Kenyatta University of Agriculture and Technology, Kenya
  • Joseph Gichure Jomo Kenyatta University of Agriculture and Technology, Kenya

Abstract

The purpose of this study was to establish the effects of training project teams on performance; a survey of Keiyo south constituency Development projects. This is due to an observation the researcher has made on several projects exceeding its project duration hence causing cost overruns. The study was guided by the following specific objectives; to determine the effects of project teams training on cost management at Keiyo South Constituency Development Projects; to determine the effects of project teams training on risk management at Keiyo South Constituency Development Projects; to evaluate the effects of project teams training on project duration at Keiyo South Constituency Development Projects; to assess the effects of project teams training on project scope at Keiyo South Constituency Development Projects; and to assess the effects of project team training on project quality at Keiyo South Constituency Development Projects. This study  employed a survey design in obtaining responses from the respondents. Survey research design was considered appropriate due to the area of study which is Keiyo South Constituency, having three administrative units namely; Metkei, Chepkorio and Soy Divisions. This study targets a population of 120 projects run by the national government in Keiyo south constituency. In this study, the researcher assumed that the national government conducts training on all project teams; the researcher  interviewed the team leaders on behalf of the entire team. To derive the study sample, the researcher will use stratified random sampling using 50% of the population since 50% is ideal for survey research. The main tools  used for data collection were questionnaires; interview schedules, secondary data and checklists. The use of these tools was preferred because they were in a position of guiding the nature of data to be collected, time availability as well as the objectives of the study. The overall aim of data collection was to find out the respondents’ views, opinions and perceptions, regarding the topic of study. The data was analyzed descriptively; collected information was examined, categorized and tabulated into various frequency tables and percentages to help in easier interpretation of data. The use of tables, percentages and charts was meant to ensure easy understanding of data and information collected because of its summarized nature and use of figures. The idea behind this type of research is to study frequencies, averages, and other statistical calculations. Although this research is highly accurate, it does not gather the causes behind a situation.

Keywords: Training, Project duration, Cost Management, Risk Management, Project Scope, Performance

Author Biographies

Dennis Kiprono Korir, Jomo Kenyatta University of Agriculture and Technology, Kenya

Msc Candidate

Joseph Gichure, Jomo Kenyatta University of Agriculture and Technology, Kenya

Lecturer

References

Abang, N. May, H. F., & Maw, L, V. (2009). Principles of general psychology. New York: Ronald Press Co.

Abeeha, M. &Bariha, A., H. (2012). The impact of HRM1 on project success: an empirical study in oil and gas construction industries of Iran the 3rd International Conference on Project Management (ProMAC2006) Sydney Australia.

Agarwal,N. & Rathod,U. (2006). Defining ‘success’ for software projects: An exploratory revelation. International Journal of Project Management, 24(4), 358-370.

Anschutz, R. (1995). Team Building is a much a part of project successas technical skills.

Project Management Network September 44-51.

Atkinson, R. (1999). Project management: cost, time and quality, two best guesses and a phenomenon, it is time to accept other success criteria. International Journal of Project Management, 17(6): 337-342.

Aubry, M.; (2011); The social reality of organizational project management at the interface between networks and hierarchy.International Journal of Managing Projects in Business; 4 (3), 436-457.

Augustine S., Bob P., Fred S., and Susan W. (2005). Agile project management: Steering from the edges. Communications of the ACM, 48(12), 85-89.

Chan, A. P. C. and Tam, C. M. (2000), “Factors affecting the building quality of building project in Hong Kong”.International Journal of Quality & Reliability management, Vol. 17 Nos. 4/5, pp. 423-441.

Cleden, E.; (2009); How multinationals can counter gray market imports; Columbia 68

Clough, S., Diallo A, Thuillier D (2005). The success dimensions of international development projects: The perceptions of African project coordinators. Int. J. Project Manage. 22(1):19-31.

Cohen, G. & Bailey, L, M. (1997). Training undergraduates to work in organizational teams

Academy of Management Learning and Education 3 1 27

Cole, J, A. (2002). Team performance and training in complex environments: Recent findings from applied research Current Directions in Psychological Science 7 3 83-87.

Cook, R. (1999), “Benchmarking new product performance: results of the best practices study”, European Management Journal, Vol. 16, pp. 1-17

Cooke-Davies, T., 2000. Towards Improved Project Management Practice, Uncovering the Evidence for Effective Practices through Empirical Research (diss.). Dissertation.com.

Darnall, V.; Preston, I.; (2010); Communications management in Scrum projects; Proceedings of the 71

Dyir, J., Eden, N., Ayolio, S. & Shamir, B. (2002). Understanding the people and performance link: Unlocking the black box. Chartered Institute of Personnel and Development, London.

Ekesen, V. M.; (2004); Risk assessment can be a game-changing information technology – buttoooften it isn’t; Risk Analysis: An International Journal; 33 (11), 1942-1951.Javed, A. A.; Lam.

Éliane L. M, (2008), Causes of Failure in the Implementation of Project Management, PMC Thesis, Project management Centre Inc., Otawa.

Ellis, M., N. (2003) Firm performance and information technology utilization in the Construction industry. Journal of Consruction Engineering and Management, 132 (5), 499 – 507.76

Gravetter, J. G., & Wallnau, B. L. (2007). Statistics for the behavioral sciences (7th ed.).

Jajac, M., and Adjuk, S. (2013); Output-based specifications for PPP projects: Lessons for facilities management from Australia; Journal of Facilities Management; 11(1), p5-30.

Kerzner, H. (2006). Project Management, a system-oriented approach to planning and control, mitp, 2nd edition, Heidelberg.

Kombo, D.K. & Tromp, D.L.A. (2005): Proposal and Thesis Writing: An Introduction Africa, Nairobi. Paulines Publications.

Koskela, L. and Howell, G. (2002). The Underlying Theory of Project Management Is Obsolete.

Proceedings of the PMI Research Conference, pp. 293-302.

Kothari, C. R. (2008). Research Methodology, Methods and Techniques. India, K.K. Gupta.

Ling, S., Lotta, A., and Gattiker,U. E. (2002). Rewards and organizational commitment across structural characteristics: A Meta-Analysis, Journal of Business and Psychology.

Martocchio, S., and Baldwin, F. O. (1997) Human resource strategy and firm performance in Pacific Rim countries.International Journal of Human Resource Management, 14(8):1308- 1332.

Maylor, R. N. (2010), Employee withdrawal behavior (pp. 71-94). Springer US. McShane, S .L. &Glinow, M.A.V (2002). Organizational behavior, 4th edition.

Meredith, J, R., & Mantel S, J. (2006). Project Management – A Managerial Approach 6th Ed. John Wiley and Sons.

Mohrman G. (1995). Interviewing’ In Qualitative Research Methods in Human Geography. I.

Morledge, R. & Sharif, A. (1996) Client Time Expectations and Construction Industry Performance; Proceedings of COBRA’96, University of the West of England.

Mugenda, M.O, &Mugenda G.A. (2006). Research Methods: Quantitative and Qualitative Approaches. Nairobi: ACTS Press.

Njoroge, E., (2006). The effect of management commitment to service quality on employees’ affective and performance outcome, Journal of Academy of Marketing Science, vol. 31, no. 3, pp. 272– 286.

Ondingo, M., J. (2009). Operations strategy configurations in project process firms International Journal of Operations and Production Management, 25 5/6; p 429-448.

Oso, W. and Onen, D. (2008). A general Guide to Writing Research Proposal and Report. A Hand Book for Beginning Researchers, 2ndEdn, Makerere University, Uganda.

Packendorff, J. (1995). Inquiry into the Temporary Organization: New Directions for Project Management Research. Scandinavian Journal of Management, 11(4), pp. 319-333.

Paradise, A. (2007), State of the Industry: ASTD’s Annual Review of Trends in Workplace Learning and Performance (Alexandria, VA: ASTD).

Project Management Institute (PMI). (2004). Project management competency development (PMCD) Framework. 2nd ed., PMI, Newtown Square, PA.

Project Management Institute (PMI). (2013). A guide to the project management body of knowledge (PMBOK® guide). 5th ed., PMI, Newtown Square, PA.

Rad, T. (2008). The effect of management commitment to service quality on employees’ affective and performance outcome, Journal of Academy of Marketing Science, vol. 31, no. 3, pp. 272– 286.

Shaughnessy, J. M. (2011). Research on statistics learning and reasoning. In F. K. Lester Jr (Ed.), Second Handbook of Research on Mathematics Teaching and Learning (pp. 957-1009). Reston: The National Council of Teachers of Mathematics.

Shenhar, A., and Dvir, D. (1996). Toward a Typological Theory of Project Management.

Research Policy, 25, pp. 607–32.

Smith, A., Shenhar, A.J.; Dvir, D.; Levy, O.; Maltz, A.C. (2006) Project Success: A Multidimensional Strategic Concept. Elsevier

Soderlund, J. (2004). Building Theories of Project Management: Past Research, Questions for the Future. International Journal of Project Management, 22, pp. 183 191.

Stewart, D. (2009) Services: Setting the Agenda for Reform. Department of Industry Technology and Commerce, Centre for International Economics, Australia.

Thamhain, H.J. and Wilemon, J. (1987). Linkages of project environment to performance: lessons for team leadership. International Journal of Project Management 22(7), 533–44.

Thomas, M (2009). Risk management, chaos theory and the corporate board of directors. Paper presented at Loyola university of Chicago academic conference themed “corporate boards: sources of risks, managers of risk.

Wu, J., H., Wang, Y., M. (2006), Measuring ERP success: the ultimate users' view International Journal of Operations and Production Management 26 8 p 882.

Zwikael, D., and Ahn. W. H. (2011). The role of fair treatment and rewards in perceptions of organizational support and leader–member exchange, Journal of Applied Psychology Association.

Zyl, P. X., Zhang, G. M., & Wang, J. (2015). Understanding the Key Risks in Construction Projects in China. International Journal of Project Management, 25, 601-614. McGraw- Hill

Downloads

Published

2019-06-06

How to Cite

Korir, D. K., & Gichure, J. (2019). Effects of Training Project Teams on Project Performance: A Case Study of Keiyo South Constituency Development Projects. Journal of Entrepreneurship & Project Management, 3(3), 14–45. Retrieved from https://stratfordjournals.org/journals/index.php/journal-of-entrepreneurship-proj/article/view/293

Issue

Section

Articles