Browsing by Author "Gasper, Nixon Otinya"

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    Collaborative Project Management and Project Performance: A Case of Kenya Youth Employment Opportunity Project in Nairobi City County, Kenya
    (SJBCM, 2024-02) Gasper, Nixon Otinya; Kinoti, Franklin
    This research examined the impact of collaborative project management on the performance of Kenya Youth Employment and Opportunity Project in Nairobi City County, Kenya. The study had four goals, all of which pertained to the project's performance: better understanding the impact of communication, project planning, leadership, and change management. The study used a descriptive research design, underpinned on system theory, the theory of constraints, and the theory of contingencies. Project managers (18), project operation employees (117), and project stakeholders (30) served as the units of observation, while the Kenya Youth Employment and Opportunity Project (KYEOP) itself served as the unit of analysis. Data was gathered through the use of a standardized questionnaire, and SPSS used to analyze both descriptive and inferential statistics, while content analysis for qualitative data. A response rate of 80.06% was achieved. The results on multi-collinearity and heteroscedasticity on the variables understudy revealed no problems hence gives a go ahead to conduct the analysis. Additionally, through Pearson correlation, all variables exhibited a weak positive correlation with project performance with R value indicating a weak correlation between the observed and predicted values which translated to 47.9% of the variability in the dependent variable accounted for by the independent variables in the model. Further, multi-regression analysis result suggested that communication, project planning, leadership and change management were statistically significant and all had a positive impact on the project performance. The study therefore, recommended project manager to prioritize with communication channels, and ensure communication planning are laid down and maintained through the project cycle. Secondly, the study recommended that proper planning were necessary during preconstruction, during construction and post construction and this could be useful for construction stakeholders and professionals. Thirdly, the study recommended that management category, stakeholders, professionals and casual workers to identify, empower leadership, and have self confidence in someone’s abilities to enhance project performance. Lastly, the study recommended, further studies to explain pros and cos of change management in relation to firm performance.
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    Project Management Principles and Project Performance: A Case of Kenya Youth Employment Opportunity Project in Nairobi City County, Kenya
    (Kenyatta University, 2024-05) Gasper, Nixon Otinya
    Project performance is a critical focus for any project team to benefit all stakeholders, a goal that has not successfully been attained and promoted among majority of projects globally. In this case, the establishment of several kinds of projects globally aims at curbing the high unemployment rate in various countries which remains work in progress as the projects have not adequately filled the gap of unemployment. As the initiatives startsn, many of the project team have critically focused to ensure project’s performance to benefit all stakeholders. In Kenya, several kinds of projects such as KYEOP have been established to curb the high unemployment rate, however, its performance was wanting. It is against this background that the study laid the four objectives of the study which include; to determine the influence of communication on project performance; a case of the Kenya Youth Employment and Opportunity Project in Nairobi City County, Kenya, establish the effect of project planning on project performance; a case of the Kenya Youth Employment and Opportunity Project in Nairobi City County, Kenya, examine the influence of leadership on project performance; a case of Kenya Youth Employment and Opportunity Project in Nairobi City County, Kenya and to evaluate the effect of change management on project performance; a case of the Kenya Youth Employment and Opportunity Project in Nairobi City County, Kenya. As a result, this research was therefore necessary to fill the void identified by examining the impact of collaborative project management on the performance of a specific project, in this case the Kenya Youth Employment and Opportunity Project in Nairobi City County, Kenya. The study had four goals, all of which pertain to the project's performance: better understanding the impact of communication, project planning, leadership, and change management. The study used a descriptive research design, underpinned on system theory, the theory of constraints, and the theory of contingencies. Project managers (18), project operation employees (117), and project stakeholders (30) served as the units of observation, while the Kenya Youth Employment and Opportunity Project (KYEOP) itself served as the unit of analysis. Stratified sampling technique was used and to ensure that respondents have almost equal cahnces of participating in research, simple random sampling was applied. Data was gathered through the use of a standardized questionnaire, and SPSS used to analyze both descriptive and inferential statistics, while content analysis for qualitative data. A response rate of 80.06percent was achieved. The results on multi-collinearity and heteroscedasticity on the variables understudy reveals no problems hence gives a go ahead to conduct the analysis. Additionally, through Pearson correlation, all variables exhibited a weak positive correlation with project performance with R value indicated a weak correlation between the observed and predicted values which translate to 47.9percent of the variability in the dependent variable is accounted for by the independent variables in the model. Further, multi-regression analysis result suggested that communication, project planning, leadership and change management was statistically significant and all had a positive impact on the project performance. The study therefore, recommends project manager to prioritize with communication channels, and ensure communication planning are laid down and maintained through the project cycle. Secondly, the study recommends that proper planning are necessary during pre-construction, during construction and post construction and this can be useful for construction stakeholders and professionals. Thirdly, the study recommends that management category, stakeholders, professionals and casual workers to identify, empower leadership, and have self confidence in someone’s abilities to enhance project performance. Lastly, the study recommends, further studies to explain pros and cos of change management in relation to firm performance.