Project Administration and Project Implementation: A Case Study of Kenya Power Pension Fund

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dc.contributor.advisorAlfayos Ondaraen_US
dc.contributor.authorKimani, Amos Muregi
dc.date.accessioned2023-01-18T12:43:40Z
dc.date.available2023-01-18T12:43:40Z
dc.date.issued2023
dc.descriptionA Research Project Submitted to the School of Business, Economic and Tourism in Partial Fulfilment of the Requirement for the Award of the Degree of Master of Business Administration (Project Management), Kenyatta University, November 2022en_US
dc.description.abstractImplementing a project calls for various stakeholders to partner together in order to deliver the project on time, within the set scope and budget so as to accomplish the requirements of an organization. Projects in Kenya Power Pension Fund (KPPF) mostly focus to ensure members are served effectively and efficiently as well as reducing costs for the Pension Fund. Nonetheless, several pension industry projects in Kenya indicate that the projects’ administration is questionable. Consequently, when such projects fail, it causes negative effects on the members since they can no longer obtain that which they are entitled to from the pension fund, resulting to major business failure as well as inconveniencing the customers. Unless the desired project administration practices are employed in project management, project objectives may not be realized, and the institution will not be able to exploit its future opportunities as well as combat its threats effectively. Successful project accomplishment is reflected by majority of the expectations been achieved. This research sought to assess the relationship between project administration and project implementation success in KPPF. Particularly, it investigated the influence of project readiness, shareholders participation, monitoring and evaluation influence on successful project implementation. It applied the descriptive design. Population targeted consisted of 4 projects undertaken by KPPF where respondents comprised of project managers and 8 project team members in each of the projects. A census approach was applied where all the 36 respondents were targeted. Questionnaires were used to collect data and descriptive statistics, correlation analysis and regression analysis used to analyze it. Data analysis was done in the Statistical Package for Social Science (SPSS) version 25. From the findings, respondents strongly agreed that project readiness ensures realistic resources are put in place and their allocations. They also strongly asserted that successful implementation of a project requires project follow up to be effectively carried out. The respondents further agreed that shareholders participation in project decisions enhances project success and that shareholders participation ensures necessary resources are committed and monitored towards enhancing success of the projects. The research concludes that project readiness and shareholders’ participation significantly influence project success positively while project follow up independently insignificantly influence project success. The research recommends that project management team in KPPF should ensure that they enhance project readiness in the various projects they undertake by streamlining their human resource management and planning for the projects. They must also ensure that project follow up is organized alongside other project administration practices to ensure overall project success.en_US
dc.description.sponsorshipKenyatta Universityen_US
dc.identifier.urihttp://ir-library.ku.ac.ke/handle/123456789/24465
dc.language.isoenen_US
dc.publisherKenyatta Universityen_US
dc.subjectProject Administrationen_US
dc.subjectProject Implementationen_US
dc.subjectKenya Power Pension Funden_US
dc.titleProject Administration and Project Implementation: A Case Study of Kenya Power Pension Funden_US
dc.typeThesisen_US
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