Effect of Project Management Practices on Performance of Infrastructure Projects at Kenya Airports Authority

Abstract

Project management practices are essential nowadays notwithstanding the diverse contexts of its application since it leads to improved expansion of projects and supervision of resources within the confines of preset cost, time and scope. Many projects have been implemented because they play a crucial function at Kenya Airports Authority in delivery of its services to the millions of airport users who frequent the various airports spread out in the entire nation. Despite this, a lot of projects have failed to achieve the intended functions due to myriad of challenges during implementation. Project management tools and practices are one of the major hindrances to successful project completion and this brought about the need to explore how project management practices affect the performance of infrastructure projects at Kenya Airports Authority. The study picked on four theories specifically; systems, constraints, stakeholder and cybernetics. Systems theory anchors the study. The descriptive research design was used. The unit of analysis for the study was 37 infrastructure projects that had been completed between the year 2016 and 2021, i.e. 6-year period at Kenya Airports Authority. Data was gathered through an organized questionnaire that was shared with the project managers and project supervisors to obtain both quantitative as well as qualitative information on completed infrastructure projects at Kenya Airports Authority. 37 questionnaires were administered and only 32 completed ones were received back. Regression equation was used to check the connection amongst the variables being studied. The study exhibited existence of proper communication control process in the organization; there was sufficient and on time response to contractors, project leaders and supervisors; there was smooth flow of communication among the project team and management; and that there was frequent satisfactory degree of communication in overall project issues. It found that project team members did not have to possess project risk management skills. It was found that project progress reports were not produced regularly. The research demonstrated that stakeholder empowerment was considered in the project; stakeholders of the projects were identified and participated in procedure of making decisions; stakeholders were involved in the provision of support resources; information sharing with stakeholders was done at all times of the project life; and stakeholders were part of the team that provided necessary resources. In concluding, the study shows project communication management displayed the highest effect on discharge of infrastructure projects, next was project team management, then monitoring and evaluation while the project stakeholders’ management displayed the least influence on the presentation of infrastructure projects. The study therefore recommends that project undertakings must be shared to every group concerned during its implementation and; the authority should create the correct channel for delivering messages and receiving feedback in both downward and upward communication. The study recommends close examination of the project teams ought to be carried out to make sure that many stakeholders are represented. It recommends that stakeholders ought to be considered in the projects from the planning and design stage to the execution phases so as to adopt project as theirs and later embrace the completed project. Monitoring and as well evaluation ought to be considered in all stages of the project and never as a one-off activity only.