http://localhost/xmlui/handle/123456789/1283 2026-04-06T18:49:55Z http://localhost/xmlui/handle/123456789/6897 A Project Management Framework for Reducing Delays in Road Construction Projects in Rwanda Muhirwa, Marie Solange Road construction projects in Rwanda, particularly in Kigali City, consistently experience delays that negatively impact on economic development, public satisfaction, and urban mobility. This study developed a project management framework to reduce delays in road construction projects in Rwanda. The research objectives were to identify root causes of delays, assess their impacts, evaluate severity of the impacts from different stakeholders' perspectives, examine government influence on the delays, and formulate a management framework for mitigating the delays. A cross-sectional research design was employed, targeting registered engineers in the road construction sector of Rwanda. Data were collected from 43 professionals using structured questionnaires, representing a 71.67% response rate. Quantitative data were analyzed using descriptive statistics, while qualitative responses underwent thematic analysis. The study revealed that financial constraints constitute the primary delay factor, with contractor financing difficulties and government payment delays were the most critical. Land expropriation processes and utility relocations also significantly impact project timelines. Time overruns (95.3% of projects) and cost overruns (90.7% of projects) represent the most severe impacts, with additional consequences including traffic congestion, health issues from dust pollution, and economic disruption to local businesses. Government-related factors demonstrated the highest severity, primarily due to bureaucratic bottlenecks in payment processing and land acquisition procedures. The analysis revealed that 72.1% of projects experience payment delays, while 69.8% encounter expropriation-related setbacks. Based on these findings, a five-phase Phase-Gate Project Management (PG-PM) Framework was formulated, incorporating systematic checkpoints to address identified delay factors. The framework emphasizes early financial assessment, comprehensive feasibility studies, and rigorous design validation, with specific attention to land acquisition and utility coordination. The study recommends implementing the PG-PM Framework, establishing dedicated financing mechanisms including Public-Private Partnerships, streamlining expropriation procedures, and enhancing inter-agency coordination. These interventions could potentially reduce project delays by addressing the root causes that affect over 70% of road construction projects in Rwanda. Master of Science in Construction Project Management 2026-02-16T00:00:00Z http://localhost/xmlui/handle/123456789/6855 A Framework for Enhancing Quality Assurance Practices of Building Contractors in Kenya: A Case study of Nairobi County Gacheru, Esther Njoki This study investigated quality assurance (QA) practices within Kenya’s building construction sector, focusing specifically on Nairobi County. Motivated by persistent concerns regarding construction quality, the research aimed to assess the extent to which QA practices are applied by contractors, examine the factors influencing QA implementation, and develop a context-specific framework to enhance QA practices. Guided by the Plan–Do–Check–Act (PDCA) model, the study adopted an embedded mixed-methods design, integrating both quantitative and qualitative approaches. Data were collected from 316 contractors and consultants through structured questionnaires, supplemented with qualitative insights from open-ended responses. Descriptive statistics and thematic analysis were employed in analysing the data. Findings revealed inconsistencies in the application of QA practices. Among the most frequently applied were process control (mean = 3.551, SD = 0.767), inspection and testing (mean = 3.246, SD = 0.886), and purchase control (mean = 3.173, SD = 1.002). Conversely, training (mean = 2.677, SD = 0.859), internal quality audits (mean = 2.540, SD = 0.847), and control of inspection, measuring, and testing equipment (mean = 2.512, SD = 0.994) were least applied. These findings align with patterns in similar developing contexts, such as Nigeria, where weak institutional enforcement and low contractor capacity hinder effective QA application (Oke et al., 2017; Oladinrin et al., 2021). In contrast, jurisdictions like Malaysia and the United Arab Emirates exhibit more structured QA practices, supported by policy enforcement and contractor training programs (Ali et al., 2020; Hiyassat et al., 2021). Eleven key factors were found to significantly influence QA performance. These included contractor capacity, supervisory practices, consultant involvement, and regulatory enforcement. Nine factors exhibited very high influence, while equipment-related and health and safety factors also showed high influence, with mean scores of 4.172 and 4.128 respectively. Comparative findings from Ghana, Nigeria, and South Africa indicate that developing countries often face similar challenges in QA enforcement and system integration (Adu & Fugar, 2020; Ofori, 2018; Windapo & Cattell, 2013). However, jurisdictions with strong institutional structures and contractor accreditation frameworks report better QA adoption and enforcement outcomes (Abubakar et al., 2020; Adebowale & Agumba, 2024). While multiple actors shape QA outcomes, this study emphasized the contractor’s role, finding that internal practices and capacity are central to quality delivery. Regulatory oversight from institutions such as the National Construction Authority emerged as an important contextual variable. The key contribution of the study is a four-phase QA framework comprising planning, enablers, implementation, and monitoring, rooted in the PDCA cycle and empirically validated. Though tailored to the Kenyan setting, the framework offers relevance to other developing countries confronting similar implementation challenges. The study concludes with recommendations for framework validation, contractor capacity building, and further longitudinal studies. Key words: Quality Assurance, Building Construction, Contractors, PDCA Cycle, Framework Development, Nairobi County Doctor of Philosophy in Construction Project Management 2025-12-01T00:00:00Z http://localhost/xmlui/handle/123456789/6813 A Model for Enhancing the Application of Value Management in Construction Projects in Kenya Maragara, Gibson K. Value Management (VM) has been widely used in the construction industry to facilitate projects for decades in many countries around the globe. The concept began in the US while other nations such as China, Japan, South Africa, and Nigeria have tested its effectiveness through assessing its impacts on costs, quality, and time. A VM application has a low cost with a high benefit process, and thus if well-practiced and integrated into project management at the beginning of projects, it would lead to their successful completion. It also helps in improving the value of the project by ensuring low costs, high quality, and completion within the stipulated time frame. In Kenya, there remains a gap in that very little has been documented about VM application in construction projects. The study sought to evaluate and develop a model to enhance the application of value management in construction projects in Kenya. More specifically, the study sought to; establish the level of application of VM in construction projects, examine the determinants that influence the level of application of VM in construction projects,determine the relationship between the level of application of VM in construction projects in Kenya and its determinants, and formulate a model for enhancing the implementation of VM in construction projects in Kenya. The study sampled registered key built environment consultants in Kenya, who comprise of Engineers, Architects, and Quantity Surveyors. Stratified sampling strategy was employed and data analysis was conducted using Statistical Package for Social Sciences (SPSS). The analysis methods used in this research were descriptive and inferential statistics. Data summaries in terms of frequencies, mean and standard deviations were obtained under descriptive analysis. The inferential analysis comprised of Pearson’s correlation and regression analysis which determined the significant determinants of VM application and were used to establish a predictive model. The study established that the level VM application was moderate (mean=3.15, std dev=1.34). Further descriptive statistics showed that the four determinants had a moderate performance as well; VM knowledge and awareness (mean=3.14, std dev=0.95), Team dynamic factors (mean=2.83, std dev=0.69), Government regulation factors (mean= 3.18, std dev=0.63), and procurement policy factor (mean=3.68, std dev= 0.615). Pearson correlational analysis revealed that the four predictor variables had a statistically significant influence on VM application in construction projects in Kenya. The study made the following recommendations; proper identification of the project teams and promoting communication within the teams, mapping out the procurement processes, and organizing value management training among the employees. MSc in Construction Project Management 2025-11-13T00:00:00Z http://localhost/xmlui/handle/123456789/6787 SABS Book of Research VOL. 1 2023 - 2024 Pro. Maringa, Paul Mwangi Foreign construction firms have increasingly dominated the Kenyan construction industry over the last couple of years. The main reason for the continued foreign dominance in the local construction industry has been attributed to poor organizational performance by the local contractors. Some of the weaknesses associated with local contractors include poor workmanship, below-par management capability, deficient planning, inadequate mechanization, and project abandonment among others. Whilst it is generally agreed that the organizational performance of local contractors is insufficient, such a notion is arbitrary and most of the time based on anecdotal evidence. This study, therefore, sought to evaluate the organizational performance of local contractors, establish its determinants, and propose a framework for enhancing it, to ensure they compete favourably with their international counterparts. Reviewed literature established ten major dimensions of organizational performance and ten determinants drawn from both the internal and external environment of the contractor. Philosophically, this research was anchored on objectivism and positivism. While a quantitative research strategy was adopted, a survey research design was selected. Questionnaires were chosen as the data collection instruments. A sample size of 612 drawn from NCA1, NCA2, and NCA3 local contractors and registered consultants who had worked with these contractors in current or previous projects was adopted. Quantitative data was analysed using descriptive statistics, — 11 bivariate correlations, multiple regression, and structural equation modelling. Qualitative data was analysed thematically. Based on ten dimensions drawn from both financial and non-financial aspects, the overall level of organizational performance of local contractors in Kenya was established to have a mean of 6.374 when measured on a scale of 1 to 10. Such performance was described as suboptimal. The determinants which represent the environment in which local contractors operate were found to have a mean of 6.468. Further results indicated there were significantly strong positive relationships between the determinants and dimensions of organizational performance. It was therefore concluded that the organizational performance of local contractors can be improved by enhancing the internal and external environment in which they operate. A framework for achieving such was formulated and validated. It was recommended that there was a need for local contractors to constantly evaluate their organizational performance regularly and continuously seek to improve their internal environment while at the same time adapting to the prevailing external environment. SABS Book of Research 2025-08-06T00:00:00Z