Abstract:
Housing is a key social and economic right for all human beings. Housing shortage
in Kenya, particularly in urban areas, is a serious concern and is characterized by
rapid urbanization as a result of natural population growth and rural–urban
migration. The study assessed project integration management on performance of
National Housing Corporation (NHC) projects in Kenya. The general objective of
this study was to examine the influence of project integration management on
performance of National Housing Corporation projects in Kenya. The specific
objectives of the study were project scope management, project time management,
project cost management, and disclosure and reporting. The study was anchored on
the Theory of Constraints, General Systems Theory, Community Participation
Theory, Competence Theory, and Goal Setting Theory. The study adopted a
positivism research philosophy and a cross-sectional research design. The target
population for the study was 425 projects, comprising all projects undertaken by the
National Housing Corporation from 2013 to 2021, and this was the unit of
observation. A sample of 203 projects was used for this study, and this was the unit
of analysis. Primary data was collected using structured self-administered
questionnaires, while secondary data was collected from publications, annual reports,
books, research dissertations, and the internet. Pre-testing of data collection
instruments was done using Cronbach’s alpha and factor analysis for dimension
reduction to determine the validity and reliability of the tests. The data collected was
analyzed using descriptive statistics and inferential statistics, including correlation
and regression analysis. Findings showed that project scope management, project
time management, project cost management, and project disclosure and reporting had
a positive and significant relationship with performance of National Housing
Corporation projects in Kenya. Community participation was also found to positively
and significantly moderate performance, and project scope management, project time
management, project cost management, and project disclosure and reporting were
found to positively and significantly predict performance of NHC projects in Kenya.
The study concluded that effective community participation throughout the project
lifecycle enhances project success, while proper management of project scope, time,
and cost helps prevent scope creep, improves scheduling accuracy, and ensures
financial control. The study also concluded that continuous disclosure and reporting
promotes transparency, strengthens coordination among project teams, and ensures
all stakeholders remain aligned throughout the project cycle. This study recommends
that project managers should strengthen project integration management practices to
improve project performance, ensure construction quality standards, enhance
stakeholder satisfaction, and increase successful project delivery. It also recommends
that policymakers address regulatory bottlenecks and inconsistencies that hinder the
performance of NHC in Kenya.
