Project Management Inclusion and Performance of Nongovernmental Organizations in Nairobi Metropolitan, Kenya

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dc.contributor.advisorFranklin Kinotien_US
dc.contributor.authorMurithi, Geoffrey Mbaabu
dc.date.accessioned2023-08-09T12:53:27Z
dc.date.available2023-08-09T12:53:27Z
dc.date.issued2023
dc.descriptionA Research Project Submitted to School of Business, Economics and Tourism in Partial Fulfillment of the Requirements for the Award of Degree of Master of Business Administration (Project Management), of Kenyatta Universityen_US
dc.description.abstractProject performances are regarded as vital confirmation of efficient utilization of funds in delivering targets and goals of projects. Many projects, however, are still faced with failure in having expected benefits realized and achieved. As a result, certain projects have experienced project delays and expense overruns. Globally, failure of projects has been documented more as compared to successes of projects. The study aimed at assessing the effect of project management inclusion on the performance of Non- Governmental Organizations in Nairobi metropolitan, Kenya. The specific objectives of the study were to examine the effect of management commitment, project resource allocation, technical competence and stakeholder’s involvement on performance of Non- Governmental Organizations in Nairobi metropolitan, Kenya. The research was anchored by Stakeholder, Contingency and Resources-based view theory. The proposed assessment was based on descriptive research design. The target population comprised of (30) completed projects of NGOs in Nairobi metropolitan. (300) employees in the projects involving (30) project managers and (270) project team members were targeted. Stratified random sampling and purposive sampling technique were employed to select a sample size of (90) respondents. The findings indicates that management commitment has a significant effect on performance of NGO Projects (β=0.311; p<0.05). Similarly, it was established that resource allocation was found to have a significant influence on performance of NGO Projects (β=-0.325; p<0.05). Additionally, it was established that technical competence and stakeholders’ involvement both had a significant influence on performance of NGO Projects with (β=0.385; p<0.05) and (β=0.589; p<0.05) respectively. The study concluded that the commitment of management increases operations and performance. Moreover, resource allocation is a vital component of project success in any business. Its financial and equipment deployment may have an effect on the project execution time and cost. Furthermore, technical competence is critical in project execution and hence its performance. Project team member who are engaged in the project execution must have requisite skills and knowledge on project management. Finally, capacity building is imperative in project planning because it allows stakeholders to gain competencies and abilities that will help them be more effective and long-term. The study recommended that effective project administration requires the managers to reveal commitment to their duty in order to lead the work process to greater achievement. Secondly, management should strive to provide resources needed to accomplish a task within required time. Team members who are involved in project execution require essential skills and knowledge on project administration. All stakeholders should be incorporated in all the stages of project life cycle for smooth execution of the project and success.en_US
dc.description.sponsorshipkenyatta universityen_US
dc.identifier.urihttp://ir-library.ku.ac.ke/handle/123456789/26702
dc.language.isoenen_US
dc.publisherKenyatta universityen_US
dc.subjectProject Management Inclusionen_US
dc.subjectNongovernmental Organizationsen_US
dc.subjectNairobi Metropolitanen_US
dc.subjectKenyaen_US
dc.titleProject Management Inclusion and Performance of Nongovernmental Organizations in Nairobi Metropolitan, Kenyaen_US
dc.typeThesisen_US
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