PROJECT INTEGRATION MANAGEMENT PRACTICES AND PERFORMANCE OF HOUSING PROJECTS IN NAIROBI CITY, KENYA

Maureen Kemunto Ombaki, Prof. Phyllis Mbutu

Abstract


Housing construction projects in Nairobi City County continue to face significant performance challenges, including time and cost overruns, compromised quality standards, and limited stakeholder satisfaction. Despite the implementation of national housing initiatives under the Affordable Housing Programme, project delivery remains suboptimal. This study sought to investigate the influence of Project Integration Management (PIM) practices on the performance of housing projects in Nairobi City County. The study was guided by Stakeholder Theory and Systems Theory, which views projects as interrelated components requiring holistic integration. The study specifically examined stakeholder engagement and communication and documentation. A descriptive cross-sectional survey design was employed, allowing for the collection of data at a single point in time from a range of project stakeholders. The target population comprised 102 project managers overseeing active and recently completed public, private, and PPP housing projects across Nairobi. Due to the relatively small population size, a census approach was adopted, with all 102 project managers forming the study sample. Data was collected using a semi-structured questionnaire comprising both closed and open-ended questions aligned with the study objectives. The instrument was pre-tested through a pilot study involving 10 project managers, and both validity and reliability was established through expert review and Cronbach’s alpha analysis, respectively. No revisions were required, validating the instrument’s readiness for the main study. Data was analyzed using SPSS Version 27, with descriptive statistics summarizing PIM practices and inferential techniques, specifically Pearson’s correlation and multiple regression, used to test the relationship between PIM dimensions and project performance indicators, including time adherence, cost compliance, and quality outcomes. The study findings revealed that all practices significantly contribute to project outcomes, with communication and stakeholder engagement emerging as the strongest drivers. The study concluded that while stakeholder inclusivity, efficient resourcing, proactive risk management, and technology adoption enhance performance, gaps persist in feedback systems, budget control, institutional learning, and digital capacity. It therefore recommends strengthening structured feedback and conflict resolution, enforcing financial and supply chain discipline, embedding risk training and knowledge transfer, investing in advanced technologies such as BIM, and institutionalizing digital communication and record management. Collectively, these measures would improve accountability, efficiency, and stakeholder satisfaction, ensuring sustainable performance in housing projects.

 

Key Words: Project Integration Management (PIM) Practices, Housing Projects, Nairobi City County, Stakeholder Engagement, Communication and Documentation


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References


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