An Empirical Analysis of the Relationship between Project Planning Management and Performance of Selected Mega-dam Projects in Kenya

Michael Bongei; Paul Sang; Morrisson Mutuku

doi:10.37284/eajbe.7.1.1882

Michael Bongei Kenyatta University
Paul Sang Kenyatta University
Morrisson Mutuku Kenyatta University

DOI: https://doi.org/10.37284/eajbe.7.1.1882

Keywords: Project Planning Management, Performance, Mega-dam Projects

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Abstract

The main objective of this paper was to determine the relationship between project planning management and the performance of mega-dam projects in Kenya. This study was guided by positivist research philosophy. A descriptive cross-sectional survey research design was adopted. In this study, the unit of analysis was 18 mega-dam projects launched and completed across Kenya as listed under the Ministry of Water, Sanitation, and Irrigation (MoWSI) while the unit of observation was the respective three officials (project manager, project engineer, geospatial engineer) in the MoWSI. A Census of all mega-dams completed in Kenya was conducted. In addition, the study purposively interviewed 5 key stakeholders including the cabinet secretary, permanent secretary from the MWSI, donor, contractor, and one randomly selected beneficiary from the community with the target mega-dam. This formed a total sample size of 180 respondents. Primary data was collected using the semi-structured questionnaires as well as the Key Informant Interview (KII) guide. The combination of quantitative and qualitative data from multiple sources and perspectives provided a more comprehensive and robust understanding. Pretesting was done by way of pilot testing to ascertain the validity and reliability of the tools. Descriptive and inferential statistics were used to summarize and describe the key characteristics of the data, as well as draw conclusions and make inferences. Correlation snalysis found that project planning management had a positive significant relationship with the performance of selected mega-dam projects in Kenya (r= 0.869, p<0.05). Furthermore, regression found that the project planning management coefficient is 0.497, suggesting that a one-unit improvement in project planning management corresponds to a 0.497 improvement in the performance of these mega-dam projects. Based on the findings, the study concluded that project planning management positively and significantly influences the performance of selected mega-dam projects in Kenya. This study therefore recommends that project managers should give priority to project planning management

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