Analysis of project control on performance of Kenya power projects in Kiambu county Kenya.

Abstract

Despite the inherent challenges faced by project teams in Kenya Power projects in Kiambu County—ranging from time constraints and cost considerations to communication gaps and infrastructure limitations—the central predicament lies in the absence of effective project controls. This deficiency manifests in persistent issues such as budget overruns, delays, unreliability, and operational inefficiency. A 2021 report from the State Department for Planning revealed below-par project performance, leading to legal disputes and inefficient resource utilization. The root causes, identified as inadequate project control, deficient change control management, and ineffective communication, contribute significantly to these project setbacks. This study analyzes the influence of project control mechanisms on the performance of Kenya Power projects in Kiambu County, Kenya. The specific objectives are: to assess the influence of performance reporting on the performance of Kenya Power projects; to establish the influence of change control management on the performance of these projects; and to examine the influence of configuration management on project performance. The study is grounded on three key theories: agency theory, Kurt Lewin's change management model, and systems theory. The study adopts a descriptive research design, chosen for its ability to accurately portray the characteristics of individuals, situations, or groups. This design allows for the generalization of findings to a broader population and provides valuable insights into current practices, beliefs, and trends in project management. The target population consisted of 194 project managers, project team members, and contractors involved in Kenya Power projects in Kiambu County. A sample size of 94 respondents was determined using Nassiuma’s (2000) formula. Selfadministered questionnaires, consisting of both open-ended and closed-ended questions, were used to collect primary data. A pilot study was conducted with 10% of the sample (10 respondents) from Kenya Power in Nairobi County to refine the questionnaire, ensuring clarity and minimizing potential misinterpretation. The study employed content validity to guarantee the accuracy and relevance of the research instrument. Reliability was assessed using the Spearman-Brown correlation formula, and a construct composite reliability coefficient of 0.7 or higher was considered adequate for this study. Data analysis techniques included descriptive statistics such as frequencies, percentages, means, and standard deviations, as well as inferential statistics including correlation analysis and regression analysis. The study was conducted at a 95% confidence level with a two-tailed analysis. The results showed a strong positive relationship between project control mechanisms and project performance, particularly in the areas of performance reporting (r = 0.65), change control management (r = 0.58), and configuration management (r = 0.62). Regression analysis further revealed that performance reporting had the most significant influence on overall project performance, followed by change control management and configuration management. In conclusion, the findings highlight the importance of implementing robust project control mechanisms in enhancing project performance. The study recommends that Kenya Power invest in strengthening performance reporting, change control management, and configuration management practices to improve project outcomes, reduce delays, and enhance cost efficiency. Future research should explore the impact of organizational culture and leadership on project performance to provide a more comprehensive understanding of project management dynamics.