Project Management Practices and Implementation of Somali Humanitarian Fund Projects by Local Non-Governmental Organizations in Mogadishu, Somalia
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Date
2024-11
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Kenyatta University
Abstract
The effective management and control of a project are fundamental to its success. In the context of intricate projects, such as those associated with the Somali Humanitarian Fund (SHF), strict adherence to a defined scope, schedule, and budget is crucial to attaining the desired outcomes. Humanitarian and Development (SHF) projects carried out by local NGOs in Mogadishu, Somalia. The specific goals of the study included scrutinizing the role of communication in SHF project performance, evaluating the impact of planning on project success, assessing the effects of financing on project performance, and determining the importance of monitoring and evaluation in the implementation of SHF projects. The study was grounded in the Theory of Change, Management by Objective Theory, Adaptive Structuration Theory, and the Theory of Constraints. Employing a descriptive survey design, the research involved a population of 50 SHF projects. To ensure proper representation, the study employed a stratified sampling technique. Specifically, the study selected four major humanitarian donors, seven UN agencies, ten INGOs, 23 NNGOs, and six independent experts, resulting in a representative sample of 50 individuals. The selection process utilized a random selection method for increased objectivity. Data collection utilized a semi-structured questionnaire, and the analysis was conducted using SPSS, with findings presented through mean scores, standard deviation, and percentages. The descriptive analysis indicates that 71.8% of respondents face communication challenges that hinder the timely completion of Somali Humanitarian Fund (SHF) projects. Additionally, 82.1% of respondents emphasize the importance of planning, with 94.9% recognizing it as critical for project success. While 76.9% report receiving adequate financial support, 92.3% highlight the importance of monitoring and control processes in ensuring project effectiveness. According to the inferential statistics, the regression analysis indicates that the independent variables. Communication, Planning, Financing, and Monitoring & Evaluation collectively explain 84.7% of the variance in the implementation of Somali Humanitarian Fund (SHF) projects. The model is statistically significant (F-statistic = 47.07, p < 0.05), highlighting the importance of these factors in project outcomes. Furthermore, the regression coefficients reveal that Communication (B = 0.188), Planning (B = 0.26), Financing (B = 0.267), and Monitoring & Evaluation (B = 0.189) all have a positive and statistically significant impact on project implementation, emphasizing their critical role in enhancing the success of SHF initiatives. The findings highlight the critical role of effective communication, comprehensive planning, adequate financing, and robust monitoring and evaluation (M&E) mechanisms in project success. Communication challenges were identified as hindrances to timely project completion, emphasizing the need for improved communication channels and strategies. Planning was deemed essential, but the recognition of inadequate planning as a challenge suggests a need for capacity building and best practice adoption. Financial support was seen as crucial, but there's room for improved assessment by financiers to ensure transparency. M&E processes were acknowledged as integral, yet areas like demonstrating corrective actions and aligning deliverables with objectives need attention for enhanced effectiveness and accountability. Recommendations include enhancing communication channels, bolstering planning capacities, improving financial management practices, and institutionalizing M&E processes. These steps aim to mitigate challenges, optimize resource utilization, and maximize the impact of SHF projects on vulnerable populations in Mogadishu.
Description
A Research Project Submitted To School Of Business, Economics and Tourism in Partial Fulfilment of the Requirements for the Award of Degree of Masters in Business Administration (Project Management) of Kenyatta University, November 2024.