| dc.description.abstract | Projects face a challenge of delayed delivery. Some delays are up to double the originally agreed timelines with some even going beyond. In some sectors the frequency of delay is so common that it has been considered the norm. Despite the consequences of project delayed delivery such as increased project maintenance costs, delayed benefits to the client, lost windows of opportunity, lawsuits and huge penalties among many, researchers have given very little attention to this one important pillar in successful project management. This is so especially in the Kenyan Jua Kali sector.
Indeed what makes the Jua Kali sector the point of focus is that it employs a large proportion of people in the country and that it substantially contributes to national development. Its goods appeal to the low income earners. Such a sector cannot be left to wander about. The purpose of the study was therefore to establish the predictors of project delayed completion in the informal sector projects.
The objectives of doing the study were attained by the end of the study. A causal study was undertaken with a sample of 48 subjects. SigmaXL statistical package was used to run the regression. MS excel for Windows was used for descriptive analysis. The results established that two predictor variables of study, multitasking and delayed task starts had positive and significant relationship with project delayed delivery in Jua Kali projects at 95% confidence interval.
The other factors, the number of change orders and competency in terms of years experience were found not significant predictors of project delayed delivery. It was recommended that project managers in the Jua Kali sector be sensitized on the phenomena of multitasking and task late starts, and their effect on the entire project delivery time and quality and how to make their impact on project timelines less severe. | en_US |
