PROJECT PORTFOLIO PRACTICES AND PERFORMANCE OF STREET CHILDREN REHABILITATION PROGRAMS IN NAIROBI CITY COUNTY, KENYA
Abstract
This study sought to establish the influence of Project Portfolio practices on the performance of Street Children Rehabilitation Programs in Kenya. The study was guided by the following specific objectives: to evaluate the influence of portfolio stakeholder engagement on performance of Street Children Rehabilitation Programs in Kenya; to determine the influence of Portfolio Strategic Plan on performance of Street Children Rehabilitation Programs in Kenya. This study used descriptive research design and constructive epistemology and specifically post positivism approach. The study targeted 341 government and non-governmental organization working on Street Children Rehabilitation Programs in Kenya. This study adopted Yamane (1967) simplified formula to calculate the sample size of 184 respondents. Primary data collected using semi- structured questionnaire was used. The researcher carried out a pilot study on 18 managers taken from target population. Data was analyzed using SPSS Version 28. The findings were presented in tables. Finding show that there is a strong significant relationship between portfolio stakeholder engagement and project performance (r=0.874, p=0.000), and a strong significant relationship between portfolio strategic plan and project performance (r=0.901, p=0.000). The project leaders should make efforts to acquire project management skills, honest and productive engagement with their stakeholders, and the project managers should develop a clear schedule of funds on all the cycles of the projects and have dedicated qualified staff.
Key Words: Project Portfolio practices, Street Children Rehabilitation Programs, Portfolio Stakeholder Engagement, Portfolio Strategic Plan
Full Text:
PDFReferences
Archer, N., Ghasemzadeh, F., (2015). Project Portfolio Selection Techniques: a Review and a Suggested Integrated Approach. In: Dye, L.D., Pennypacker, J.S. (Eds.), Project Portfolio Management. Selecting and Prioritizing Projects for Competitive Advantage. Center for Business Practices, USA, pp. 207–238.
Blichfeldt, B. S., & Eskerod, P. (2008). Project Portfolio – There’s more to it than what management enacts. International Journal of Project Management, 26(4), 357–365.
Bryson, M. (2019). Strategic planning for public and non-profit organizations: A guide to strengthening and sustain organizations action ,4th edition. Malden, Blackwell.
Cooper, R. G., Edgett, S. J., & Kleinschmidt, E. J. (2000). New problems, new solutions: making portfolio management more effective. Research-Technology Management, 43(2), 18–33.
Dutra, C. C., Ribeiro, J. L. D., & de Carvalho, M. M. (2014). An economic–probabilistic model for project selection and prioritization. International Journal of Project Management,32(6), 1042–1055.
Goicoechea, A., Hansen, D., & Duckstein, L. (1982). Multiobjective Decision Analysis with Engineering and Business Applications. New York: Wiley.
Golini, R., Kalchschmidt, M. & Landoni, P. (2015). ‘Adoption of project management practices: the impact on international development projects of non-governmental organizations’, International Journal of Project Management, vol. 33, pp. 650–63.
Annotated instruction, 4th edition. West Publishers, USA.
Jabbar Zadeh S, Motavassel M, Mamsalehi P (2014) The Comparative Investigation of Investment and Manufacturing Boards Portfolio with an Emphasis on Market Return: The Case of Tehran Stock Exchange. Business Economics journal.
Jankowicz, D. (2013). Research methods for business & management. Edinburgh Business School [PDF Document]. Retrieved from Lecture Notes Online Web site: http://coursewebsites.ebsglobal.net/
Jonas, D. (2010). Empowering project portfolio managers: How management involvement impacts Project Portfolio performance. International Journal of Project Management, 28, 818–831.
Kelly, R., & McQuinn, K. (2013). On the hook for impaired bank lending: Do sovereign bank inter-linkages affect the fiscal multiplier? Retrieved from https://ifsra.ie/stability/Documents/
Killen, C.P., Hunt, R. A., and Kleinschmidt, E.J. (2015). Project Portfolio for product innovation. International Journal of Quality and Reliability Management, 25 (1), 24-38.
Kothari, C.R. (2004). Research Methods. New Delhi: New Age International Publications.
Manson, S. M. (2001). Simplifying complexity: a review of complexity theory. Geoforum, 32, 405–414.
Markowitz, H. M. (1999). The Early History of Portfolio Theory: 1600-1960. Financial Analysis Journal, 55(4), 5–16.
Meskendahl, S. (2010). The influence of business strategy on Project Portfolio and its success — A conceptual framework. International Journal of Project Management, 28(8), 807–817.
Michael, G. K., Fedi, El. A., & Frederik, A. (2014). Successful Project Portfolio beyond project selection techniques: Understanding the role of structural alignment. International Journal of Project Management, 3(1), 1-14
Montibeller, G., Franco, L. A., Lord, E., & Iglesias, A. (2009). Structuring resource allocation decisions: a framework for building multi-criteria portfolio models with area-grouped options. European Journal Of Operational Research, 199(3), 846–856.
Musembi, M.M. (2016).The effect of macroeconomic variables on financial performance of unit trusts in Kenya. Journal of finance and Accounting.
Njeru, S.E., Dominic, N.M. & Fredrick, K.(2015). Evaluation of financial performance on portfolio holdings held by pension funds in Kenya. European Scientific Journal, 6 (11)16- 34
Pearce, J. (2017). Strategic Management Formulation, Implementation and control. 6th edition. Chicago, Irwin
PMI 2008, The Standard for Portfolio Management, 2nd edn, Project Management Institute, Newton Square, p. 146.
Project Management Institute. (2006). The Standard for Portfolio Management (1st ed.). Newtown Square, PA: Author. Retrieved from www.pmi.org
Project Management Institute. (2013). Standard for Portfolio Management (3rd ed.). Newtown Square, PA: PMI. Retrieved from www.pmi.org
Rabechini, R. Jr., Maximiano, A.C.A. & Martins, V.A. (2005). ‘A adoção de gerenciamento de portfólio como uma alternativa gerencial: o caso de uma empresa prestadora de serviço de interconexão eletrônica’, Revista Produção, 15(3)416–33.
Ruggeri, R.G. 2011, Gerenciamento de projetos no terceiro setor, 1st edn, Brasport, Rio de Janeiro, p. 117.
Saunders, M., Lewis, P. &Thornhill, A. (2007). Research Methods for Business Students. 4thed. Harlow: Prentice Hall, Pearson Educational Limited.
Teller, J., Unger, B. N., Kock, A., & Gemünden, H. G., (2012). Formalization of project portfolio management: The moderating role of project portfolio complexity. International Journal of Project Management, 30(5), 596–607.
Thompson, A & Strickland, A. (2018). Tasks of the general Manager. Strategy Formulation and Implementation. USA.
Tiwana, A. & Keil, M. (2009). "Control in Internal and Outsourced Software Projects", Journal of Management Information Systems JMIS, 26 (3) 9-44.
Unger, B.N. 2015, ‘Corporate innovation culture and dimensions of project portfolio success: the moderating role of national culture’, Project Management Journal, vol. 45, no. 6, pp. 38–57.
Verganti, R., (2013). Planned Flexibility: Linking Anticipation and Reaction in Product Development Projects, Journal of Product Innovation Management, 16 (4)363.
Vidal, L.-A., & Marle, F. (2008). Understanding project complexity: Implications on project management. Kybernetes, 37(8), 1094–1110.
Vidal, L.-A., Marle, F., & Bocquet, J.-C. (2010). Measuring project complexity using the Analytic Hierarchy Process. International Journal of Project Management.
Xavier, C.M. da S. (ed.) (2008). Metodologia de gerenciamento de projetos no terceiro setor: uma estratégia para a condução de projetos, Project Management Institute – Rio de Janeiro, Brasport, Rio de Janeiro, p. 175.
Zidane Y., Johansen A. & Andersen, B. H. E., (2015). Time-Thieves and Bottlenecks in the Norwegian Construction Projects. 8th Nordic Conference on Construction Economics and Organization.
Refbacks
- There are currently no refbacks.