| dc.description.abstract | There is a lot of concern in Africa in general, and Kenya in particular, about poverty
eradication, employment creation and economic growth (Soderbom, 2005). Since
national prosperity is created, not inherited (Porter, 1998), it is important to study how
national institutions are creating enabling environment for growth of the economy,
especially in a changing external environment (Barney and Hesterly, 2005) so as to help
formulate appropriate adaptation to changes for survival, growth and development Such
adaptations can be taken as strategies (Omondi, 2004). The provision of Infrastructure
and Utilities in the country is a priority area, and a crucial aspect of it is electricity, which
in Kenya is distributed by the Kenya Power and Lighting Company (KPLC), and hence
the choice of the Company for case study. KPLC uses Project Management for its
Distribution Line works. Due to its implied cost, time, quality and stakeholder
satisfaction criteria, this method is now examined here for efficacy.
This study examines the external environment of KPLC and the major challenges it
presents, and then the key features and techniques of KPLC' s Project Management work
to determine whether KPLC's the strategy is helping the Company to cope with changes
in the external environment Secondary data was obtained from the Company's records
on project tendering and management for all 204 projects scheduled between July 2004
and December 2005, while primary data was obtained by a questionnaire filled in by
project management personnel in the Company. The data was analyzed qualitatively and
quantitatively. Tables and Charts were used to present and understand the results which
were measured against a list of Performance Indicators against which the Company
measures its work output (Njoroge, 2003).
The results identify several external environmental factors for KPLC, grouped under the
industry environment, and other general environmental factors. The study identified two
distinct phases of the KPLC's Project Management Cycle: A preparatory Tendering
Phase being sometimes longer than the actual Construction Phase. Of the Projects
studied, 5% were completed early, 10% completed late and 85% was found to be late and
incomplete. On the quality of works, an average of 23% of projects was completed to
designed standards, 67% completed with modifications, but 10% with some missing
items. On stakeholder groups' satisfaction, none were delighted, and customers tended to
be dissatisfied. Thus the projects do not satisfy the quality, time, and stakeholder
satisfaction criteria, but on examining the performance indicators, some real benefits
have been realized from the strategy. The study suggests several implementation issues
that should be streamlined to improve project management at KPLC.
The study identified some areas for further study including the differences in stakeholder
satisfaction, the Government Procurement policy, the effect of the Government
Procurement Policy on Small and Medium enterprise contractors in Kenya, Project
Supervisor Performance as a factor of education, training, personality and motivation, as
well as the efficacy of other management sciences such as Total Quality Management in
rectifying the deficiencies of the KPLC project management. The study was limited in
time and resources, so some stakeholders were not covered in the study, but the study still
does illustrate the use of project management as a strategy to improve performance
indicators in a changing external environment. | en |
