PROJECT MANAGEMENT AND PERFORMANCE OF SOLAR STREET LIGHT PROJECTS IN NAIROBI CITY COUNTY, KENYA

John Mwangi Thitai, Dr. Mary Kamaara

Abstract


The implementation of solar street lighting projects in Kenya aims to address several critical urban challenges, including inadequate public lighting, high energy costs, and unreliable power supply. Despite the significant potential and investment in these projects, many have failed to achieve the desired outcomes. The general objective of the study was to establish the influence of project management on performance of solar street light projects in Nairobi City County, Kenya. Specifically, the study sought to establish the influence of project planning on performance of solar street light projects in Nairobi City County, Kenya, to examine the influence of stakeholder communication on performance of solar street light projects in Nairobi City County, Kenya. This study was anchored on; Systems Theory, and Stakeholders Theory. The descriptive research design was employed. This study targeted solar street light projects in Nairobi City County, Kenya. According to the Ministry of energy (2022), the study targeted 11 solar street light projects in Nairobi City County, Kenya. The unit of observation was the project engineers and site managers from the 11 solar street light projects in Nairobi City County, Kenya. The total target population was 462 project engineers and site managers. The study used simple random sampling to select a sample of 214 project engineers and site managers from the target population. This research used a questionnaire to collect primary data. Twenty four questionnaires were piloted that represented 10% of the target population. The study collected quantitative data which was analysed using descriptive and inferential statistics using the Statistical Package for Social Sciences (SPSS) version 24. Multivariate linear regression was used to determine the relationship between the dependent and independent variables. The study results were presented through use of tables and figures. The study concludes that project planning has a positive and significant influence on performance of solar street light projects in Nairobi City County, Kenya. In addition, the study concludes that stakeholder communication has a positive and significant influence on performance of solar street light projects in Nairobi City County, Kenya. Based on the findings, the study recommends that the management of solar street light projects in Kenya should implement comprehensive stakeholder engagement throughout the project planning phase. By actively involving local communities, government agencies, and potential beneficiaries from the outset, project planners can ensure that the needs and concerns of all stakeholders are addressed.

Key Words: Project Management, Performance of Solar Street Light Projects, Project Planning, Stakeholder Communication 


Full Text:

PDF

References


Adan, H. (2020). Influence of Stakeholders’ Role on Performance of Constituency Development Fund Projects; A Case of Isiolo North Constituency, Kenya. Unpublished Masters’ Thesis, University of Nairobi.

Affare, M.A.W. (2019). An Assessment of Project Communication Management on Construction Projects in Ghana (Doctoral Dissertation). Kwame Nkrumah University of Science and Technology.

Agustiawan, Y, Coffey, V & Sutrisno, R. (2020). The role of project culture in achieving the performance of Indonesian toll road projects. International Seminar of Science and Applied Technology, 198(1), 136-141.

Ahadzie, D. K, Kisii, E & Adjei-Kumi, T. (2019). The status of project management practices in the Ghanaian construction industry. International Journal of Project Planning and Finance, 3(1), 123-135.

Ashley, D. (2020). The Determinants of Construction Project Success. Project Management Journal, 18, 69-79.

Bell, E., & Bryman, A. (2020). The ethics of management research: an exploratory content analysis. British Journal of Management, 18(1), 87-99.

Bhattacherjee, A. (2019). Social Science Research: Principles, Methods, and Practices. New York: Free Press.

Blackstone, J. (2019). Theory of Constraints – A Status Report. International Journal of Production Research, 39(6)53-80.

Bourne, L (2019). Making Projects Work: Effective Stakeholder and Communication Management, CRC Press, Taylor and Francis Group.

Bourne, L. & Walker, D. H. T. (2016). Using a Visualizing Tool to study Stakeholder influence two Australian Examples. Project Management Journal, 37(1) 5-21.

Braendle, U. (2020). The effect of human capital on organizational performance: the case of sustainability issues in an e-commerce firm. Corporate Governance and Sustainability Review,3(5),58-98.

Bryman, A. & Cramer, D. (2019). Quantitative Data Analysis with SPSS Release 8 for Windows. New York: Routledge.

Chen, W.T., & Chen, T.T. (2019). Critical Success Factors for Construction Partnering in Taiwan. International Journal of Project Management, 25(5) 475-484.

Filippone, M. (2016). A guide for effective public involvement. Journal for communication and project management, 454-470.

Gashuga & Kule (2016). Effect of Funds Management on Project Performance in Rwanda. International Journal of Scientific and Research Publications, 6(10), 628-650.

General, A. (2018). Report of the Auditor General for the national government for the year 2017/2018.

Gibson, K. (2019). The Moral Basis of Stakeholder Theory. Journal of Business Ethics, 26 (3)245 – 257.

Greener, S. (2019). Research Limitations: The Need for Honesty and Common Sense. Interactive Learning Environments, 26(5) 567-568.

Hutton, G., Haller, L., & Bartram, J. (2007). Global cost-benefit analysis of water supply and sanitation interventions. Journal of water and health, 5(4), 481–502.

Ika, A., Diallo, A. &Thuillier, D. (2020). Critical success factors for World Bank projects: An empirical investigation. International Journal of Project Management, 30 (2) 105–116.

Imran, A., Luqman, M., & Zaki, A. (2019). Impact of human capital practices on project success. Kuwait Chapter of Arabian. Journal of Business and Management Review, 5(6), 1-16.

Iyer, K. & Jha, K. (2020). Critical Factors Affecting Schedule Performance: Evidence from Indian Construction Projects. Journal of Construction Engineering and Management, 132(8). 10.

Mugabo, J & Mulyungi, P. (2019). Effect of stakeholder engagement on project success in Rwanda: a case of Gisenyi youth new vision project. International Journal of Management and Commerce Innovations, 6(2), 270-282.

Muhamamd, M. M & Santosa, B. (2019). Analysis implementation of the project management tools and techniques PT. XYZ in Indonesia. Journal of Proceeding Series, 5(1), 506-509.

Mukamugenga, A & Nkechi, E. I. (2022). Project implementation practices and project performance in Rwanda: a case of Masaka farm supported by Africa to Africa Green Solutions Ltd. International Journal of Scientific and Research Publications, 12(10), 621-630.

Muute, N. C & James, R. (2019). Project planning practices and performance of construction projects in Nairobi City County, Kenya. International Journal of Economics, Business and Management Research, 3(7), 118-133.

Ogohi, C. D. (2019). Effect of project management on the performance of selected construction firms in Nigeria. Journal of Research in Business and Management, 7(2), 8-13.

Ojie, F. N. (2019). The role of effective communication in the management of projects: a case of Alemu Nigeria Enterprises Limited. International Journal of Innovative Research and Development, 5(13), 197-207

Tuyishime, A.C & Nyambane, D. (2021). Planning and project performance in public institutions in Rwanda. a case of establishment of a frequency spectrum management and monitoring system project in Rwanda. The Strategic Journal of Business & Change Management, 8(1), 780-790.


Refbacks

  • There are currently no refbacks.