Project Integration Management on Performance of National Housing Corporation Projects in Kenya

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.