Collaborative Project Management and Project Performance: A Case of Kenya Youth Employment Opportunity Project in Nairobi City County, Kenya
Loading...
Date
2024-02
Authors
Journal Title
Journal ISSN
Volume Title
Publisher
SJBCM
Abstract
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.
Description
Article