Project Life-Cycle Management and Performance of Construction Agencies in Kgalagadi District, Botswana
| dc.contributor.author | Katoto, Hambira Catma | |
| dc.contributor.author | Kyalo, Josphat | |
| dc.date.accessioned | 2026-01-22T07:46:06Z | |
| dc.date.available | 2026-01-22T07:46:06Z | |
| dc.date.issued | 2025-09 | |
| dc.description | Article | |
| dc.description.abstract | This study focused on small and medium scale citizen owned companies which had projects in Kgalagadi district between 2018 and 2022. The research goal was to ascertain how project life cycle management practices influence success of construction agents in the district. A descriptive survey design was employed. The study concentrated on target population comprising 30 completed projects over the past five years (2018 - 2022) the time when CIPA was newly introduced in Botswana. Hundred and twenty employees were engaged in these projects. Proportionate stratified random sampling was used to determine the total number of individuals in each responder group. Stratified random sampling was employed to choose 80 respondents for the sample and basic random sampling was adopted to choose respondents for each category. The Sample was composed of Project owners, Project managers, Project Team leaders and Consultants. A questionnaire was utilized as the source data collection tool with construct and content validity and reliability alpha coefficient of 0.7. Data was analyzed using descriptive and inferential analysis. A multiple regression equation was employed to relate the relationship between the research variables. Normality and Collinearity tests were done on the data as a diagnostic test for primary data. Descriptive analysis showed varying engagement: planning (M = 2.81, SD = 1.20), initiation (M = 2.63, SD = 0.89), monitoring (M = 2.52, SD = 1.12), and notably lower execution (M = 2.25, SD = 0.98). Inferentially, these phases explained 77% of project performance (adjusted R² = .754, p < .05), planning moderately (β = 0.31, p < .05), and initiation weakly (β = 0.18, p < .05). Notably, monitoring and control had a negative relationship (β= - 0.34, p < .05), suggesting potential counterproductive practices. The study drew focus to the need to fundamentally re-evaluate and restructure the project execution phase to ensure closer adherence to planned activities and implement robust corrective action mechanisms. | |
| dc.identifier.citation | Hambira, C. K., & Kyalo, J. (2025). Project life-cycle management and performance of construction agencies in Kgalagadi District, Botswana. The Strategic Journal of Business & Change Management, 12 (4), 290 – 310. | |
| dc.identifier.uri | https://strategicjournals.com/index.php/journal/article/view/3397/3192 | |
| dc.identifier.uri | https://ir-library.ku.ac.ke/handle/123456789/32157 | |
| dc.language.iso | en | |
| dc.publisher | Strategic Journals | |
| dc.title | Project Life-Cycle Management and Performance of Construction Agencies in Kgalagadi District, Botswana | |
| dc.type | Article |