Thesis:

Influence of project management practices on performance of projects in Karatina sub county hospital, Kenya.

Project performance is a vital issue for all parties involved in project implementation. Despite efforts to improve, the failure rate of projects across Africa remains high, with nearly half of all initiatives not achieving their intended goals. While most projects commence with well-defined objectives and positive intentions, their success often depends on how well key project management processes such as initiating, planning, executing, monitoring and control, and closure are integrated. Over the years, project management has developed into a fundamental approach for managing change in contemporary organizations. Globally recognized project management practices have resulted from the ongoing improvement of business procedures and the practical application of project management knowledge. This study sought to examine how project management practices affect the performance of projects at Karatina Sub County Hospital in Nyeri County, Kenya. The key objectives were to establish the influence of project risk management, project communication, stakeholder management, and leadership practices on project outcomes. The theoretical foundation of the study was built upon Systems Theory, Principal-Agent Theory, and Resource Dependency Theory. A descriptive research design was adopted to assess these relationships. The findings revealed that risk management plays a crucial role in achieving project success. Additionally, effective communication contributes positively to the achievement of project tasks within the defined scope throughout all project phases. Strong leadership practices and active stakeholder involvement were also found to enhance the likelihood of successful project implementation. These factors work together to create a competitive environment where effective teams can thrive, regardless of geographic location. This research provides a localized perspective that is often missing in broader international studies. It contributes deeper insight into project management within public healthcare facilities in Kenya an area with limited empirical evidence. By applying existing project management theories and frameworks in a real-world setting, this study tests their relevance and applicability to healthcare institutions in resource-constrained environments. The study identifies persistent challenges that affect project performance, including gaps that exist despite the presence of formal project management systems. It contributes to the growing body of knowledge on project outcomes in public sector institutions, particularly where resource limitations demand strategic planning and optimal resource use. Furthermore, the study expands traditional definitions of project performance by including indicators such as improved service delivery, patient satisfaction, and regulatory compliance. Based on its findings, the study recommends the adoption of a comprehensive risk management framework and emphasizes the importance of courtesy, competence, and responsiveness as core customer service values. These values must be consistently upheld to improve stakeholder satisfaction and ensure project success in healthcare settings.