Project Management Practices and Performance of Donor Funded Health Projects in Kenya

Abstract

Donor-funded projects are of great interest to the government, civil society organizations and other stakeholders. Health projects are among the highly funded projects by both the government and donors. Despite the guidelines set out by donors on the implementation of various health projects in Kenya, the performance of such projects is below expectation. The general objective of the study was to examine the effect of project management practices on performance of donor funded health projects in Kenya. The specific objectives were to; examine the effect of stakeholder management practice on performance of donor funded health projects in Kenya; to establish the effect of scope management practice on performance of donor funded health projects in Kenya; to determine the effect of risk management practice on performance of donor funded health projects in Kenya; to assess the effect of quality management practice on performance of donor funded health projects in Kenya and finally, to assess the moderating effect of project leadership on the relationship between project management practices and performance of donor funded health projects in Kenya. The study was based on Stakeholder Theory, Theory of Triple Constraints, Enterprise Risk Management Theory and Deming's theory of Total Quality management practice. The study employed correlational research design. The target population of the study was project managers, project officers, project M&E officers, and project finance managers. Census method was used to enumerate the entire population. Data was collected using questionnaires. Descriptive and inferential statistics were used for data analysis using SPSS. The data was then presented in statistical tables. All ethical considerations were strictly adhered to. Findings show that; stakeholder management practice has significant effect on performance of donor funded health projects in Kenya (β1=0.719, p value= 0.000); project scope management practice has significant effect on performance of donor funded health projects in Kenya (β1=0.580, p value= 0.000); project risk management has significant effect on performance of donor funded projects in Kenya (β1=0.618, p value= 0.000); project quality management practice has significant effect on performance of donor funded health projects in Kenya (β1=0.280, p value= 0.00); and project leadership moderate the relationship between project management practices and project performance (R2=16.9%, p=0.04). The recommendations were project managers; should give a platform for stakeholders to participate in all project phases to understand exactly what the stakeholders want through conducting needs assessment; have flexible project designs to enable them incorporate changes that may be suggested by the project stakeholders; reconsider instituting risk management processes that must be followed before project execution; create a quality framework that is geared towards improving performance; be committed to quality by providing strategic direction; and adopt and apply effective project management leadership practices.