| dc.description.abstract | The purpose of the study was to analyse the influence of project management practices on completion of Constituency Development Funds (CDF) project in Kenya. It was guided by four objectives namely; to establish how project scope management influences completion of CDF projects in Kabete Constituency; determine how project time management influences completion of CDF projects in Kabete Constituency; examine how project stakeholders management influence completion of CDF projects in Kabete Constituency and; determine how project risk management influences on completion of CDF projects in Kabete Constituency. The study adopted descriptive research design with a mixture of both qualitative and quantitative methods of research approach. A sample size of 107 respondents to was drawn from target population of 146 members of CDF committee and CDF Project Management for 22 projects commissioned in Kabete Constituency in the financial year 2015/2016. Stratified simple random techniques was used to select sampled respondents. Primary data was collected using structured questionnaires and analysed with Statistical Package for Social Science (SPSS). Multiple regression and Pearson correlation analysis was conducted to determine and explain the relationship between independent and dependent variable. The study found that project scope management in activities and defining output or deliverables is practiced to moderate extent; clarification of project scope plan for implementation is practiced to greater extent and use of Work Breakdown Structures (WBS) in project implementation is lowly practiced. In addition, project scope management practice moderately influences CDF project completion. For time management practice, study found that activity definition, activity sequencing and schedules development are lowly practiced, and project time management practice has low influence on CDF project completion. For stakeholders management, study found that, setting proper structure for stakeholders participation is highly practiced; defining stakeholders roles in guiding project identification and choice is also highly practiced; and identifying and managing potential stakeholder effects on project performance is lowly practiced. In addition, stakeholders‟ management practice has moderate influence on CDF project completion Lastly for risk management practice, the study found risk identification and risk analysis are lowly practice however risk mitigation is moderately practiced. In addition, risk management practice has low effects on CDF project completion. Thus, in general the study concluded that project management practises are moderately practised in CDF projects in Kenya. The study recommends that CDFC or PMC should devise strategies that would enhance project activity sequencing and schedules development, which are link to project deliverable in order to enhance completion rate; CDFC and PMC to develop and adhere to best time management practices related to CDF projects; CDFC and PMC should develop vibrant tools for stakeholders identification to help in allocating key stakeholders, finally CDFC/PMC should develop robust mechanism for risk identification and risk analysis for CDF projects. The study suggest similar study to be replicated in other constituencies. | en_US |
