PROJECT MANAGEMENT PRINCIPLES AND PROJECTS PERFORMANCE IN CHILD PROTECTION IN NAIROBI CITY COUNTY, KENYA

Alexander Kipchumba Rutto, Samson Paul Nyang’au

Abstract


This research project aimed to investigate the relationship between project management principles and projects performance in child protection in Nairobi City County, Kenya.  The research’s specific objective aimed to explore the effect of project stewardship and project tailoring on projects performance in child protection in Nairobi City County. The researcher drew insights from stewardship theory and theory of change to guide its analysis. Employing a descriptive research design, the study focused on 15 completed child protection projects in Nairobi City County. The unit of observation was the 160 social workers. The study used census which is recommended for a population that is less than 200. Therefore, all the social workers in the 15 completed child protection projects in Nairobi City County were selected for the study. This study collected primary data using questionnaire. Questionnaires were sent to the respondent’s email. The sample size for piloting was 16 social workers of the Child Protection Organizations, representing 10% of study sample. The research adopted content, face and construct validity to ensure the accuracy and relevance of the data collected. Particularly, data reliability was assessed using the Cronbach Alpha coefficient. The data analysis process using Statistical Package for Social Sciences (SPSS version 28) encompassed the generation of descriptive statistics, such as frequency, percentage, and mean, as well as inferential statistics, including correlation and regression analysis. The validity analysis confirmed the accuracy of the questionnaire, with face and content validity established through expert review and construct validity demonstrated by factor loadings exceeding 0.4 for all variables. Specifically, Project Stewardship demonstrates an average variance extracted of 0.606, and Project Tailoring at 0.569, and Projects Performance in Child Protection in Nairobi City County, Kenya at 0.574. Reliability analysis revealed high internal consistency, with Cronbach's alpha values consistently above 0.7 for all constructs, indicating reliable measurement tools. The regression analysis revealed significant positive effects of all principles on projects performance, with beta coefficients of 0.320 (p=0.029) for project stewardship, and 0.335 (p=0.002) for project tailoring. These findings underscore the importance of effective project management principles in enhancing child protection projects outcomes. The study concludes that strong project stewardship tailored project approaches, are crucial for successful child protection projects. It is recommended that organizations enhance governance structures customize project plans to meet specific needs. Future research should explore the impact of technology, stakeholder engagement, and change management on project success in different contexts.

Key Words: Project Management Principles, Projects Performance, Project Stewardship, Project Tailoring, Child Protection

 


Full Text:

PDF

References


Alvarez-Rosete A, Hawkins B, Parkhurst J. (2013). Health system stewardship and evidence informed health policy. London: GRIP-Health Programme, London School of Hygiene and Tropical Medicine.

Anderson, K., & Lannon, J. (2018). Project management performance assessment in the non-profit sector. Project Management Research and Practice, 5, 1-20.

Cunha, M. P. E., Rego, A., Clegg, S., & Jarvis, W. P. (2021). Stewardship as process: A paradox perspective. European Management Journal, 39(2), 247–259.

De Bakker, K., Boonstra, A. & Wortmann, H. (2010).Does risk management contribute to IT project success? A meta-analysis of empirical evidence. International Journal of Project Management, 28(5), 493–503.

Ekung, S., Agu, L., & Iheama, N. (2017). Influence of project governance on project performance: Evidence from Nigerian case studies. Project Management World Journal, 6(8).

Kanyamuna, V. (2021).Towards Building a Functional Whole-of-Government Monitoring and Evaluation System for Zambia: The Demand Side. World Journal of Social Sciences and Humanities, 7(3), 83-105.

Kinyua, E., Ogollah, K. & Mburu, D. (2015). Effect of risk management strategies on project performance of small and medium information communication technology enterprises in Nairobi, Kenya. International Journal of Economics, Commerce and Management, 3(2), 1-30.

Mac Donald, K., Rezania, D., & Baker, R. (2020). A grounded theory examination of project managers' accountability. International Journal of Project Management, 38(1), 27-35.

Malla, V. & Delhi, V. S. K. (2022). Determining Interconnectedness of Barriers to Interface Management in Large Construction Projects. Construction Economics and Building, 22(2), 69–101.

Moradi, S., Kähkönen, K., Klakegg, O. J., & Aaltonen, K. (2020). A competency model for the selection and performance improvement of project managers in collaborative construction projects: Behavioral studies in Norway and Finland. Buildings, 11(1), 4.

Muchelule, Y. W. (2018). Influence of Monitoring Practices on Projects Performance of Kenya State Corporations. Unpublished Masters Thesis. Jomo Kenyatta University of Agriculture and Technology.

Mugenda, O. M. & Mugenda, A. G. (2015). Research methods: Qualitative and Quantitative approaches. Nairobi: Acts Press.

Nanthagopan, Y., Williams, N., & Thompson, K. (2019). Levels and interconnections of project success in development projects by Non-Governmental Organisations (NGOs). International Journal of Managing Projects in Business, 12(2), 487-511.

Nasiri, T., Takian, A., & Yazdani, S. (2019). Stewardship in Health, Designing a Multi-Layer Meta Model: A Review Article. Iranian journal of public health, 48(4), 579–592.

Nawaz, I., & Arslan, M. (2020). The road to project success: The role of risk awareness and risk management in managing overconfidence among project managers. International Journal of Quality and Innovation, 5(1), 62-75.

Nezami, M. R., de Bruijne, M. L. C., Hertogh, M. J. C. M., & Bakker, H. L. M. (2023). Inter-Organizational Collaboration in Interconnected Infrastructure Projects. Sustainability, 15(8), 6721.

Ng, J. J. (2018). Tailoring a project management methodology that suits one's needs. IEEE Engineering Management Review, 46(2), 49-54.

Njagi, P. M., & Mbabazi, M. (2016).Evaluation of Factors Affecting Effectiveness of Risk Management in Public Housing Construction Projects in Rwanda. Case of Batsinda Housing Project. European Journal of Business and Social Sciences, 5(1), 85 101

Olsson, N. O., & Berg-Johansen, G. (2016). Aspects of project ownership in theory and practice. Procedia Computer Science, 100, 790-795.

Phiri, B. (2015). Influence of Monitoring and Evaluation on Project Performance: A Case of African Virtual University, Kenya. Unpublished Masters Thesis. University of Nairobi.

Pimchangthong, D., & Boonjing, V. (2017). Effects of risk management practices on IT project success. Management and production engineering review, 8(1), 30-37.

Pourrajab, V., Eftekhari, N., & Hashemi, S.K. (2019). Implementation of an integrated management system for monitoring risks and opportunities: A case study at TAMCO. International Journal of Quality and Innovation, 4(3-4), 210-231.

Ram, J. (2022). Investigating staff capabilities to make projects resilient: A systematic literature review and future directions. International Journal of Production Economics, 108687.

Ram, J., & Dolla, T. (2023). Investigating the Leadership and Visionary Capabilities to Make Projects Resilient: Processes, Challenges, and Recommendations. Project Management Journal, 87569728231164353.

Rezania, D., Baker, R., & Nixon, A. (2019). Exploring project managers’ accountability. International Journal of Managing Projects in Business, 12(4), 919-937.

Scheiblich, M., Maftei, M., Just, V., & Studeny, M. (2017). Developing a project scorecard to measure the performance of project management in relation to EFQM excellence

Szwarc, E. (2020). Proactive planning of project team members’ competences. Foundations of Management, 12(1), 71-84.

Thompson, K. M., & Williams, N. L. (2018). A guide to responsible project management. Bournemouth University

Walker, D., & Lloyd-Walker, B. (2019). The future of the management of projects in the 2030s. International Journal of Managing Projects in Business, 12(2), 242–266.

Wanyonyi, G., & James, R. (2019). Effects of Project Management Practices on Performance of Community Development Projects in Bungoma County, Kenya. The International Journal of Business & Management, 7(6).

Willging, C. E., Gunderson, L., Green, A. E., Jaramillo, E. T., Garrison, L., Ehrhart, M. G., & Aarons, G. A. (2018). Perspectives from community-based organizational managers on implementing and sustaining evidence-based interventions in child welfare. Human Service Organizations: Management, Leadership & Governance, 42(4), 359-379.

Winch, G., & Leiringer, R. (2016). Owner project capabilities for infrastructure development: A review and development of the “strong owner” concept. International journal of project management, 34(2), 271-281.

Zheng, L., Baron, C., Esteban, P., Xue, R., Zhang, Q., & Yang, S. (2019). Using leading indicators to improve project performance measurement. Journal of Systems Science and Systems Engineering, 28, 529-554.

Zhu, J., & Mostafavi, A. (2017). Discovering complexity and emergent properties in project systems: A new approach to understanding project performance. International journal of project management, 35(1), 1-12.


Refbacks

  • There are currently no refbacks.