A Critical Analysis of the Causes of Project Management Failures in Kenya
Abednego Oswald Gwaya1, Sylvester Munguti Masu2, Githae Wanyona3
1Gwaya Oswald Abednego , Lecturer- Construction Management, Jomo Kenyatta University of Agriculture and Technology (JKUAT) NAIROBI, KENYA.
2Sylvester Munguti Masu, Senior Lecturer- Real Estate and Construction Management, University of Nairobi (UON), NAIROBI, KENYA.
3Wanyona Githae, Senior Lecturer- Construction Management, Jomo Kenyatta University of Agriculture and Technology (JKUAT) NAIROBI, KENYA.
Manuscript received on March 02, 2014. | Revised Manuscript received on March 05, 2014. | Manuscript published on March 05, 2014. | PP: 64-69 | Volume-4 Issue-1, March 2014. | Retrieval Number: A2095034114
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© The Authors. Published By: Blue Eyes Intelligence Engineering and Sciences Publication (BEIESP). This is an open access article under the CC BY-NC-ND license (http://creativecommons.org/licenses/by-nc-nd/4.0/)
Abstract: The success of a project would normally be measured by the extent to which the predetermined targets set by the Client have been met, whether it performs the function it was intended to meet satisfactorily and if it solves an identified problem within the stipulated time, cost and quality standards. To meet the objectives, the project will require effective planning control through the application of project management systems (Muchungu,2012). Developed economies have made use of project management in meeting the stated objectives. For an effective project management to apply; developed economies have made use of project management modelling to enable track and monitor project performance. There is need for developing economies to emulate the approaches of developed economies. Problems identified with the existing models prompted a discussion on the need to reconfigure the measurement process and the measures used. For this to be achieved, it is imperative that causes of project management failures be identified, analyzed, and or solutions or the way forward suggested. This paper therefore critically analyses the causes of project management failures in Kenya. A survey approach was used on a sample size of 500 members of which 312 members were responsive. The response rate was 62.4%.
Keywords: Project Management, Project failures, Construction Problems, Performance Measurement Systems.