SCOPE MANAGEMENT AND PERFORMANCE OF DONOR FUNDED HEALTH PROJECTS IN KENYA
Abstract
Donor funded projects are of great interest to the government, civil society organizations and the beneficiaries. Health projects are among the highly funded projects by both the government and donors. The general objective of the study was to examine the effect of scope management on performance of donor funded health projects in Kenya. The study was based on Theory of Triple Constraints. The study employed correlational research design. The target population of the study involved 44 project managers, 115 project officers, 81 project monitoring & evaluation officers , and 68 project finance managers. Census method was used to enumerate the entire population. Data was then collected using questionnaires. Descriptive and inferential statistics were used for data analysis using SPSS. The data was then presented in statistical tables. All ethical considerations were strictly adhered to. The findings show that project scope management has significant effect on performance of donor funded health projects in Kenya (β1=0.580, p value= 0.000). The study recommends that project managers should have flexible project designs. This will enable them to incorporate changes that may be suggested by the project stakeholders. The project staff should also clearly define the roles of every project team members.
Key Words: Project Management Practices, Donor funded projects, scope management, performance, donor funded health projects
Full Text:
PDFReferences
Abera, M. (2018). The Influence of Project Risk Management Practice on Success of. CBE's Projects is project. Unpublished Thesis, St. Marys University
Adek, R. T. (2016). Determinants of successful projects implementation of infrastructure projects in devolved units; a case study of Mombasa County, Kenya (Doctoral dissertation, University of Nairobi).
Alotaibi, A. (2019). Project management: the implication of project management practices on project success in Saudi Arabia. Journal of Economics and Sustainable Development, 7(1) 93-97
Apiyo, R. O., &Mburu, D. K. (2014). Factors affecting procurement planning in county governments in Kenya: a case study of Nairobi City County. International Journal of Economics, Commerce and Management, 2(11), 1-34.
Badewi, A. (2016). The impact of project management (PM) and benefits management (BM) practices on project success: Towards developing a project benefits governance framework. International Journal of Project Management, 34 (4)761–778.
Baymout, M. (2015). Measuring results of project management triangle constraints: the case of engineering building at Effat University.
Chen, C., Nakayama, M., Shou, Y. & Charoen, D. (2018). Increasing Project Success in China from the Perspectives of Project Risk, Methodology, Tool Use, and Organizational Support. International Journal of Information Technology Project Management (IJITPM), 9(1) p 40-58
Daniel, F. (2018). Project Management Practices and Critical Success Factors–A Developing Country Perspective. International Journal of Business and Management 8(21), 14
Donaldson, T. (2019). Making stakeholder theory whole. Academy of Management Review, 24(2), 237-241.
Gitau, L. M. (2015). The effects of risk management at project planning phase on performance of construction projects in Rwanda. Jomo Kenyatta University of Agriculture and Technology, 1-76.
Gitonga, Z.& Keiyoro, N. (2017). Factors influencing the implementation of healthcare projects: The case of Meru County, Kenya. International Academic Journal of Information Sciences and Project Management, 2(1), 259-280
Jones, T. M., & Wicks, A. C. (2009). Convergent stakeholder theory. Academy of management review, 24(2), 206-221.
Joslin, R. & Müller, R. (2016). The Relationship between Project Governance and Project Success. International Journal of Project Management, 34(3) 613-626.
Kerzner, H. (2017). Project Management Metrics, KPIs, and Dashboards: A Guide to Measuring and Monitoring Project Performance. Hoboken, NJ: John Wiley & Sons
Kiprop, D., Nzulwa J. & Kwena, R. (2017). Challenges facing donor-funded projects in Kenya: A case of Community Empowerment and institutional support project. The Strategic Journal of Business and Change Management, 278 - 294
Kraeger, P.(2018). NGO Mission Success: A Field Officer's Perspective. Researchgate.
Mathias, H. (2018). Managerial Perceptions of Scope Creep in Projects: A Multiple-Case Study. Unpublished Masters’ Thesis, Umea University
Mitchell, R. K., Agle, B. R., & Wood, D. J. (2018). Toward a theory of stakeholder identification and salience: Defining the principle of who and what really counts. Academy of management review, 22(4), 853-886.
Morris, W. (2016). Influence of Community Participation on the Implementation of Donor Funded Health Projects: A Case of Aids, Population, and Health Integrated Assistance Project In Nakuru County, Kenya. Unpublished Thesis, University of Nairobi
Muchunu, H. N. (2015). Influence of stakeholders participation in the Budgetary process on the implementation of Government funded projects: the case of Isiolo County, Kenya (Doctoral dissertation, University of Nairobi).
Murwanashyaka, T. &Shukla, J. (2017). Effect of Stakeholders Management Practices on Performance of Construction Projects in Rwanda. International Journal of Science and Research 6(10), 987-992
Ngunjiri, C. W. (2018). Influence of initialization requirements on project performance: A case of financial information technology projects in Fintech International Limited in Kenya (Doctoral dissertation).
Nibyiza, F. (2015). Analysis of project scope change management as a tool for project success (Doctoral dissertation, Doctoral dissertation, Jomo Kenyatta university of agriculture and technology
Njogu, E. M. (2016). Influence of Stakeholders Involvement on Project Performance: A Case of Nema Automobile Emmission Control Project in Nairobi County, Kenya (Doctoral dissertation, University of Nairobi).
Nyanje, O. & Wanyoike,M. (2016). Analysis of Factors Affecting the Implementation of Non-Governmental Organization Projects in Nakuru County, Kenya. International Journal of Economics, Commerce and Management, 6(5)851-87
Odhiambo, K. O. (2014). Influence of skills and knowledge on the relationship between project scope management and implementation of economic stimulus projects in public secondary schools in Kisumu county, Kenya (Doctoral dissertation, University of Nairobi).
Ogolla, P. & Njau, N. (2017). Factors Influencing Project Scope Performance: A Case of Kenya National Youth Service Projects in Kenya. The Strategic Journal of Business & Change Management, 4(12)207 - 220
Omondi, E. F. (2017). Influence of Triple Constraint Management on Completion of Non-Governmental Organizations Water Sanitation and Hygiene (Wash) Projects in Nakuru County, Kenya.
Osedo, A. A. (2015). Determinants of Effective Implementation of County Construction Projects in Kenya: A Case of Nairobi City County
Rugenyi, F. (2015). Assessment of the Triple Constraints in Projects in Nariobi: The Project Managers' Perspective. International Journal of Academic Research in Business and Social Sciences, 5(11), 1-16.
Refbacks
- There are currently no refbacks.