Project Lifecycle Management and Performance of Kenya Slum Upgrading Projects in Nairobi City County, Kenya

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Date
2025-05
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Kenyatta University
Abstract
Project delays and budget overruns were usually encountered due to an overlook of potential risks. Insufficient information and ineffective management of projects not only caused project cost overruns and completion delays but also led to terminations before completion. Therefore, this study sought to investigate the influence of project lifecycle management on the performance of Kenya slum upgrading projects in Nairobi City County, Kenya. The specific objectives of the study were to investigate the influence of project initiation, project planning, project execution, and monitoring and evaluation on project performance. Theories guiding the study included portfolio theory, resource-based view theory, contingency theory, and systems theory. This study was carried out using a descriptive research design. The target population in this study consisted of 11 slum upgrading projects in Nairobi City County. The target respondents were 100 individuals, comprising 10 project managers and 90 project team members from the County. A census of 100 respondents was conducted. This study utilized questionnaires as a data collection tool for all respondents. Questionnaires were piloted with 10 respondents. Content validity was ensured to establish clarity and simplicity of the questionnaires. Reliability was measured using the Cronbach alpha test. Quantitative data were analyzed using descriptive statistics such as mean and standard deviations. Inferential statistics involved the use of correlation analysis and multiple regression analysis. The findings were presented using tables and figures. The findings indicate that effective project initiation is crucial for establishing clear objectives and engaging stakeholders, thereby laying a solid foundation for project success. In terms of project planning, a comprehensive approach is essential, as it mitigates risks and aligns activities with stakeholder expectations, significantly enhancing overall performance. Effective execution strategies, characterized by clear communication and resource management, further contribute to project success by ensuring timely and quality deliverables. However, M&E practices reveal moderate effectiveness, emphasizing the need for better feedback mechanisms and adaptability to improve project outcomes. Collectively, these findings underscore the importance of prioritizing initiation, planning, and execution while enhancing M&E systems to improve the overall effectiveness of slum upgrading projects.
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A Research Project Submitted to the School of Business, Economics and Tourism in Partial Fulfillment of the Requirements for the Award of the Degree of Master of Business (Project Management) of Kenyatta University, May 2025. Supervisor Morrisson Mutuku
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