Project Management Practices and Performance of Food Security Projects in Kenya: a Case of Agricultural Sector Development Support Programme (ASDSP) in Makueni County, Kenya

Abstract

Food security is a critical concern in Kenya hence the need to develop projects that will enhance food security in the country. There is an underlying assumption that specific universally recognized project management methodologies exist, which enhance the proficiency of project management. The0main0objective of the0study was0to assess project0management practices0and performance0of food security projects0in Kenya: a case of Agricultural0Sector Development Support0Programme in Makueni County, 0Kenya. The study sought to determine the influence0of project00scope management, project leadership, stakeholder00participation and monitoring and00evaluation on the0performance of food security projectssin Makueni County. A descriptive00survey00research00design was chosen for the study. The00study00focused on the ASDSP food security initiative projects in Makueni County. The unit of analysis as the four projects under ASDSP: Irrigation Projects, Water Harvesting Projects, Soil Conservation Projects, and Livestock Production Projects. The study targeted the project managers in the four units of analysis. The0determination0of the sample0size was though the Slovin Formula, resulting in a sample size of 125 project managers. Proportional0random0sampling0was used0to ensure proportionate representation of strata in the sample based on the project categories. Questionnaires was the primary data collection tool. SPSS software was used for data analysis. Both0descriptive and0inferential0statistics were adopted in theeanalysis. Simple and multiple linear regression models were employed to examine the0relationship0between0dependent and independent0variables. The study found moderately positive0and significant0correlation0between Project Performance and Scope0Management (r = 0.445), a weak positive0and0significant correlation0between Project Performance and Leadership (r = 0.199), a positive0and0significant moderate correlation0between0stakeholder0participation and project performance(r=0.381) and a strong positive correlation between0monitoring and0evaluation (M&E) and project performance(r=0.549). The0study0recommends that0there is need0to strengthen the change control procedures to ensure0that any0changes to the project0scope are well-documented, 0evaluated, and approved0by the0appropriate authorities. There is need for team-building workshops or activities to foster a collaborative atmosphere among project team members. The project teams should maintain and enhance the active engagement of all stakeholders in the M&E processes. In addition there is need to encourage community members to actively participate in project planning0and0execution.