Project Management and Implementation of Community-Based Projects in Siaya County, Kenya

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dc.contributor.advisorLucy Ngugien_US
dc.contributor.authorOdhiambo, Siwa Daniel
dc.date.accessioned2022-04-25T07:57:16Z
dc.date.available2022-04-25T07:57:16Z
dc.date.issued2021
dc.descriptionA Research Project Submitted to the School of Business in Partial Fulfilment of the Requirements for the Award of the Degree of Master of Business Administration (Project Management), in Kenyatta University, December, 2021en_US
dc.description.abstractResearch suggests that community projects often have no clear mechanisms that mitigate project challenges, which results in exceeding budgets, unnecessary delays, and poor-quality work. The key problem is that the poor planning and management of community projects lead to project cost overrun, stalling, poor quality work, or even termination before closure. The key objective of this study was to evaluate the effect of project management on the implementation of community-based projects in Siaya County, in Kenya. The study's theoretical framework was anchored on the Institutional Theory, the Stakeholders Theory, and the Theory of Change. The study used a descriptive research design. The research target population included 356 ongoing community projects in Siaya County. The sample size was 72 projects, with five most informed project management officials selected from each project. The stratified sampling procedure sampled the included projects and the simple random technique sampled participants. Structured questionnaires were used to collect data. Data collected was analyzed using descriptive statistics such as mean, standard deviation, and percentages. Additionally, the inferential analysis was performed using the multiple regression model. The study findings established that project design (β=.041, p=.458) and risk management (β=.016, p=.746) significantly affected the implementation of community-based projects. However, management support (β=.362, p=<.001), resource allocation (β=.258, p=<.001), and community participation (β=.184, p=.001) had a significant effect on the implementation of community-based projects. Based on the findings, the study concluded that project management was important to the effective implementation of community-based projects. Project teams should target improving the management of risk on different phases of the project cycle through adaptation of existing risk management approaches and development of new approaches. This study should assist project managers identify opportunities, follow the allocated budget, meet set timelines, and attain the established quality standards when implementing projects. The study recommends future study to examine how the project’s industry affects project design and the critical project management obstacles on the implementation of community-based projects.en_US
dc.description.sponsorshipKenyatta Universityen_US
dc.identifier.urihttp://ir-library.ku.ac.ke/handle/123456789/23658
dc.language.isoenen_US
dc.publisherKenyatta Universityen_US
dc.subjectProject Managementen_US
dc.subjectImplementationen_US
dc.subjectCommunity-Based Projectsen_US
dc.subjectSiaya Countyen_US
dc.subjectKenyaen_US
dc.titleProject Management and Implementation of Community-Based Projects in Siaya County, Kenyaen_US
dc.typeThesisen_US
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