Project Management Dynamics and the Implementation of Kenya Medical Supplies Authority Projects in Nairobi City County, Kenya
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Date
2025-11
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Kenyatta University
Abstract
An assessment of key project performance indicators revealed that the project management function at the Kenya Medical Supplies Authority (KEMSA) has continued to encounter notable challenges, particularly in meeting implementation milestones, maintaining project schedules, and managing operational risks. Limited managerial expertise has contributed to reputational decline, financial strain, and reduced operational effectiveness. In response to these concerns, the present study examined the extent to which project management dynamics influence the implementation of KEMSA projects in Nairobi City County, Kenya. The study specifically focused on the effects of organizational structure, resource allocation, monitoring and evaluation practices, and employee empowerment on project performance. The study was grounded in the Resource-Based View, Institutional Theory, Contingency Theory, and Structural Empowerment Theory. A descriptive research design was adopted, and data were collected from 86 respondents drawn from a target population of 109 KEMSA employees, health officials, and service providers within Nairobi City County. Questionnaires were utilized as the primary data collection instrument. To ensure instrument validity, a pilot study was conducted on four KEMSA-related projects, representing 5–10 percent of the sample. Reliability was confirmed using Cronbach’s alpha coefficient. Quantitative data were analyzed through descriptive statistics, including means and standard deviations, and results were presented using tables, charts, and figures. Multiple regression analysis was used to establish the relationship between the independent variables and project implementation outcomes. The findings demonstrated that effective project implementation was closely associated with a well-defined organizational structure, adequate resource mobilization, comprehensive monitoring and evaluation systems, and employee empowerment. A structured and clearly articulated organizational hierarchy enhanced information flow and facilitated swift and informed decision-making. Adequate financial and material resources enabled timely procurement of critical medical supplies, ensuring that healthcare facilities remained sufficiently stocked to provide uninterrupted services. Monitoring and evaluation practices enabled the institution to identify successful strategies and areas requiring improvement, thereby supporting timely adjustments and responsible allocation of resources. Employee empowerment was also found to improve motivation, job satisfaction, and staff retention, all of which positively influenced project performance. The study recommends that KEMSA clearly define roles and responsibilities within its operational structure to promote accountability and strengthen decision-making processes. The organization should further enhance collaboration with private sector partners to co-finance initiatives, share technical expertise, and optimize resource utilization. Project objectives should be aligned with national health priorities to ensure strategic relevance and improved service delivery outcomes. Additionally, regular capacity-building and skills-enhancement workshops should be institutionalized to strengthen both technical and interpersonal competencies required for successful project execution.
Description
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 Administration (Project Management) of Kenyatta University, November 2025.
Supervisor
1. Morrisson Mutuku