Kaithia, Jolland Kiriinya2026-02-132026-02-132025-08https://ir-library.ku.ac.ke/handle/123456789/32421A Research Project Submitted to the School of Business, Economics and Tourism in Partial Fulfilment of the Requirements for the Award of the Degree of Master of Business Administration (Project Management) of Kenyatta University, August 2025. Supervisor 1. Morrisson MutukuNumerous challenges arose in the administration of the fund. These included various legal disputes that disrupted the fund's operations, unfinished projects falling under decentralized functions that were no longer eligible for funding under current legislation, and insufficient technical expertise for efficient management at the Constituency Committees and Project Management Committees level. Furthermore, discrepancies between initiated development projects and the capacity to implement them were observed. Consequently, this research aimed to explore the impact of organizational attributes on the execution of NG-CDF projects in Igembe South Constituency, Meru County, Kenya. Specifically, the study investigated the effects of project leadership, stakeholder engagement, communication, monitoring, and evaluation on NG-CDF project implementation in the aforementioned constituency. The investigation was guided by contingency theory, stakeholder theory, cybernetics theory, and realistic evaluation theory. An explanatory research design was implemented, focusing on five NG-CDF projects carried out by Igembe South Constituency within the previous five years (2018 – 2022). The research encompassed 55 participants, comprising 10 project supervisors and 45 project team members, due to the restricted overall population. Surveys were employed for primary data collection, with an initial trial among eight participants from Igembe North Constituency for evaluating content validity. The questionnaires' reliability was assessed using Cronbach’s alpha. Thematic analysis was used to examine qualitative responses to open-ended questions, and descriptive statistical methods like frequencies, percentages, mean, and standard deviation were used to analyze quantitative data. In addition, an inferential examination with multiple linear regression and the Pearson correlation coefficient was carried out. Tables and illustrations were used to demonstrate the outcomes. The analysis reveals that effective project leadership is essential for successful project execution, with positive feedback from team members emphasizing the importance of building committed teams and ensuring timely project completion. While stakeholder involvement is recognized as crucial for fostering trust and accountability, opportunities remain for better integration of stakeholder voices into project processes. Communication is identified as foundational in project management, influencing collaboration and stakeholder engagement, although barriers to effective communication persist. Furthermore, the study underscores the significance of robust M&E practices in aligning projects with organizational goals and optimizing strategies for future success. Overall, the findings suggest that a combination of effective leadership, clear communication, active stakeholder engagement, and strong M&E practices is vital for enhancing project implementation outcomes. Recommendations for continuous leadership training, strategic stakeholder engagement, improved communication plans, and the establishment of M&E frameworks are proposed to optimize project management practices and achieve successful project outcomes.enThesis