Browsing by Author "Kamau, Michael Nduati"

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    Management of Project Alliancing and Performance of Building Construction Projects in Nairobi City County, Kenya
    (Kenyatta University, 2024-11) Kamau, Michael Nduati
    A project alliance is an approach to delivery where all parties to the contract have joint accountability for the project's conception, execution, and completion. Completing complicated, uncertain projects amid tight budgets and schedule limits is a common setting in which construction projects are completed nowadays. In the construction industry, project alliancing has drawn an abundance of focus as a potential remedy for the persistent contractual challenges. The goal of the study was to determine how Nairobi City County, Kenya's building projects performed in relation to Project Alliancing. As a result, the study looked into how stakeholders' mutual project performance, communication, responsibility, and risk management techniques affected each other in building projects. The study used principal agent theory, framing theory, team role theory, and theory of performance as its theoretical frameworks. With 6760 current building construction project stakeholders (including clients, consultants, and contractors) in Nairobi City County, the study used a descriptive survey design. In order to sample 320 respondents—clients, consultants, contractors, and subcontractors from Nairobi City County—a stratified random sampling technique was utilized in the study. Semi-structured questionnaires and interviews were used to collect data, and SPSS (latest version: 29), a statistical program for social sciences, was used for analysis. Results included frequencies, mean, and standard deviation to create descriptive statistics. Regression analysis and correlation coefficient were performed for inferential statistics, while qualitative data was categorized according to themes. The study test results revealed a weak correlation between stakeholder communication and performance, due to lack of sufficient information flow, frequent meetings, and poor information infrastructure. The study test results revealed a significant influence of accountability on performance as a result of enhancing transparency, reliability and putting internal control measures. The observed results pointed to the existence of a statistically significant association between risk management on performance due to existence of technical expertise, equitable allocation of resources and a working conflict resolution strategy. The study demonstrated a substantial impact of mutual project objectives on organizational performance as a result of quality and clear purposes for the project. In conclusion, the researcher contends that the decline in project communication and risk management may be due to some staff members' skill levels not matching up with organizational performance requirements inside building construction projects in Nairobi City. Employees might have had the educational background to handle other problems, but not the two variables. The study recommends the need of effective communication in the execution of building projects. Construction companies should inculcate risk management solutions which are critical for project success, influencing completion time and cost. Along with other methods, achieving common project objectives is crucial to enhancing the performance of construction projects in their many operational sectors.
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    Management of Project Alliancing and Performance of Building Construction Projects in Nairobi City County, Kenya
    (Kenyatta University, 2024-11) Kamau, Michael Nduati
    A project alliance is an approach to delivery where all parties to the contract have joint accountability for the project's conception, execution, and completion. Completing complicated, uncertain projects amid tight budgets and schedule limits is a common setting in which construction projects are completed nowadays. In the construction industry, project alliancing has drawn an abundance of focus as a potential remedy for the persistent contractual challenges. The goal of the study was to determine how Nairobi City County, Kenya's building projects performed in relation to Project Alliancing. As a result, the study looked into how stakeholders' mutual project performance, communication, responsibility, and risk management techniques affected each other in building projects. The study used principal agent theory, framing theory, team role theory, and theory of performance as its theoretical frameworks. With 6760 current building construction project stakeholders (including clients, consultants, and contractors) in Nairobi City County, the study used a descriptive survey design. In order to sample 320 respondents—clients, consultants, contractors, and subcontractors from Nairobi City County—a stratified random sampling technique was utilized in the study. Semi-structured questionnaires and interviews were used to collect data, and SPSS (latest version: 29), a statistical program for social sciences, was used for analysis. Results included frequencies, mean, and standard deviation to create descriptive statistics. Regression analysis and correlation coefficient were performed for inferential statistics, while qualitative data was categorized according to themes. The study test results revealed a weak correlation between stakeholder communication and performance, due to lack of sufficient information flow, frequent meetings, and poor information infrastructure. The study test results revealed a significant influence of accountability on performance as a result of enhancing transparency, reliability and putting internal control measures. The observed results pointed to the existence of a statistically significant association between risk management on performance due to existence of technical expertise, equitable allocation of resources and a working conflict resolution strategy. The study demonstrated a substantial impact of mutual project objectives on organizational performance as a result of quality and clear purposes for the project. In conclusion, the researcher contends that the decline in project communication and risk management may be due to some staff members' skill levels not matching up with organizational performance requirements inside building construction projects in Nairobi City. Employees might have had the educational background to handle other problems, but not the two variables. The study recommends the need of effective communication in the execution of building projects. Construction companies should inculcate risk management solutions which are critical for project success, influencing completion time and cost. Along with other methods, achieving common project objectives is crucial to enhancing the performance of construction projects in their many operational sectors.
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    Management of Project Alliancing and Performance of Building Construction Projects in Nairobi City County, Kenya
    (Kenyatta University, 2024-07) Kamau, Michael Nduati
    Project alliancing is a delivery approach where all parties involved in the contract share joint accountability for the project's conception, execution, and completion. Project alliancing is important and is particularly relevant in the context of modern construction projects, which often involve complex, uncertain conditions, tight budgets, and stringent schedule constraints. In the construction sector, project alliancing has emerged as a promising approach to address persistent contractual issues. This study's objective was to assess the performance of building construction projects in Nairobi City County, Kenya, with a focus on application of project alliancing. Specifically, it examined the mutual impact of stakeholders' project performance, communication, responsibility, and risk management techniques in building projects. The theoretical frameworks guiding this study included principal-agent theory, framing theory, team role theory, and theory of performance. A descriptive survey design was employed, targeting 6760 stakeholders (clients, consultants, and contractors) involved in current building construction projects in Nairobi City, County. Stratified random sampling technique was employed to select 320 respondents, including clients, consultants, contractors, and subcontractors. Data was collected using semi-structured questionnaires and interviews, and analyzed using SPSS version 29, a statistical software for social sciences. Descriptive statistics such as frequencies, means, and standard deviations were generated, while inferential statistics were derived from regression analysis and correlation coefficients. Diagnostic tests, including multicollinearity and autocorrelation, were also conducted. Qualitative data was categorized according to themes. Reliability and validity tests were carried out during pilot test. The results revealed a weak correlation between stakeholder communication and project performance, attributed to insufficient information flow, infrequent meetings, and inadequate information infrastructure. However, accountability showed a significant positive influence on performance by enhancing transparency, reliability, and internal control measures. Additionally, there was a statistically significant association between risk management and performance, due to the presence of technical expertise, equitable resource allocation, and effective conflict resolution strategies. The study also demonstrated a substantial impact of mutual project objectives on performance, stemming from clear and quality project purposes. The researcher concluded that the decline in project communication and risk management might be due to some staff members' skills not aligning with performance requirements in Nairobi City's building construction projects. Although employees might have the educational background to handle other issues, they may lack expertise in these two critical areas. The study recommends the importance of effective communication in executing building projects. Construction industry should adopt robust risk management solutions to ensure project success, influencing both completion time and cost. Achieving common project objectives is also crucial for enhancing the performance of construction projects across various operational sectors.