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

  • Michael Bongei Kenyatta University
  • Paul Sang Kenyatta University
  • Morrisson Mutuku Kenyatta University
Keywords: Project Planning Management, Performance, Mega-dam Projects
Share Article:


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


Download data is not yet available.


Akpan, E.O. P, and Chizea, E.F. (2019). Project Management; Theory and practice, FUTO Press Ltd.

Antvik, A.O, Sjöholm, K.F, (2019). Identification and Evaluation of Factors Influencing Variations on Building Projects. International Journal of Project Management.

Baraza, J. (2020). List of Ongoing Mega-dam Projects in Kenya. The Star, September 2, 2020. Retrieved;

Cannella, A. A. Kang, E., Fraser, D., & Zardkoohi, A., (2003). Managerial risk-taking behavior: A too-big-to-fail story. Journal of Business Ethics, 149, 221-233.

Chrisman, J. J. (2019). Stewardship theory: Realism, relevance, and family firm governance. Entrepreneurship Theory and Practice, 43(6), 1051-1066.

Karasev, D. (2022). The problem of structure and agency and the contemporary sociology of revolutions and social movements. In Handbook of revolutions in the 21st century: The new waves of revolutions, and the causes and effects of disruptive political change (pp. 201-217). Cham: Springer International Publishing.

Kress, A.O (2018). Identification and Evaluation of Factors Influencing Variations on Building Projects. International Journal of Project Management.

Lehtonen, M., Kojo, M., Jartti, T., Litmanen, T., & Kari, M. (2020). The roles of the state and social licence to operate? Lessons from nuclear waste management in Finland, France, and Sweden. Energy Research & Social Science, 61, 101353.

Maendo, D. O., James, R., & Kamau, L. (2018). Effect of project monitoring and evaluation on performance of road infrastructure projects constructed by local firms in Kenya.

Meckling, W. H., & Jensen, M. C. (1976). Theory of the firm: Managerial behavior, agency costs and ownership structure. Journal of Financial Economics, 3(4), 305-360.

Meredith, J. R., Shafer, S. M., & Mantel, S. J. (2017). Project Management: A Managerial Approach. John Wiley & Sons.

Mitchell, W., & Nicholas, D. B., (2015). Community Acceptance And Involvement In Project Success. Journal of autism and developmental disorders, 48(1), 264-275.

Ngotho, A. (2022). More than 30 million Kenyans now have access to clean water, says Water CS. The Star, 29 January, 2022. Retrieved from:

Schlesinger, T., & Doherty, A. (2021). The utility of certification for managing the state-voluntary sports club relationship: an agency theory perspective. Managing sport and leisure, 26(1-2), 116-132.

Schober, P., Boer, C., & Schwarte, L. A. (2018). Correlation coefficients: appropriate use and interpretation. Anesthesia & analgesia, 126(5), 1763-1768.

Towett, T., Kamau, G., & Nyaoga, R. (2022). Impact Of Project Initiation On Performance Of Output-Based Funded Sabasaba Urban Water Supply Project. European Journal of Social Sciences Studies, 7(6).

Werner, J. M., & De Simone, R. L. (2020). Human resource planning helps companies in the prediction of how changes in their strategy will affect the needs of their human resource. Journal of Business and Psychology, 35(3), 399-414.

23 April, 2024
How to Cite
Bongei, M., Sang, P., & Mutuku, M. (2024). An Empirical Analysis of the Relationship between Project Planning Management and Performance of Selected Mega-dam Projects in Kenya. East African Journal of Business and Economics, 7(1), 123-134.