SOCIO-ECONOMIC DETERMINANTS IN IMPLEMENTATION OF URBAN

INFRASTRUCTURE PROJECTS, A CASE OF KURA ROADS PROJECTS IN

LAIKIPIA COUNTY, KENYA

KIAI ALEX MAINA

A RESEARCH PROPOSAL SUBMITTED IN PARTIAL FULFILLMENT FOR THE

REQUIREMENTS OF THE AWARD OF THE DEGREE OF MASTER OF ARTS IN
PROJECT PLANNING AND MANAGEMENT OF THE UNIVERSITY OF NAIROBI

2020
 DECLARATION
I declare that this is my original work and has not been submitted for the award of any degree of
this university or any other institutions of higher learning.

Signature……………………. Date……………………………..
Alex Maina Kiai
L50/22173/2019

This research project proposal has been submitted for the examination with my approval as the
university supervisor.

Signature…………………………… Date…………………………..
Dr. Christopher Mugambi
Lecturer, ODeL Nyeri Campus
University of Nairobi

Signature…………………………… Date…………………………..
Mr. Morris Murathimi
Lecturer, ODeL Nyeri Campus
University of Nairobi

2
 DEDICATION
I dedicate this work to my wife Ackisah and sons Alvin, Ansley and Austin and to be an
inspiration in their lives.

3
 ACKNOWLEDGEMENT
Special thanks to the University of Nairobi for giving me the opportunity of studying for my
Master’s degree course. My sincere gratitude goes to my supervisors Dr. Mugambi and
Mr.Murathimi for their support, mentorship, guidance which immensely contributed to the
success of this research project. I acknowledge with gratitude his incessant encouragement which
always strengthened and motivated me. I also wish to express my heartfelt gratitude to Dr
Anthony, Mr. Masinde and the team in Nyeri Open and Distance Learning (ODeL) Centre who
patiently provided the much needed coordinative and administrative guidance and
assistance, which made my life in the university comfortable.
Great thanks go to all my family members, I sincerely express warm gratitude and love for their
patience; encouragement and moral support which greatly strengthened me throughout my
studies.
I would also like to express my gratitude to my peers whom I interacted in the course of my
study, who made my experiences interesting and eventful. Lastly, I thank God for the grace in
the achievement of writing this research proposal.

4
 TABLE OF CONTENTS
DECLARATION.............................................................................................................................ii
DEDICATION................................................................................................................................iii
ACKNOWLEDGEMENT..............................................................................................................iv
TABLE OF CONTENTS.................................................................................................................v
LIST OF TABLES.........................................................................................................................vii
LIST OF FIGURES......................................................................................................................viii
ABBREVIATIONS AND ACRONYMS........................................................................................ix
ABSTRACT....................................................................................................................................x
CHAPTER ONE..............................................................................................................................1
INTRODUCTION...........................................................................................................................1
1.1 Background of the Study...........................................................................................................1
1.2 Statement of the Problem...........................................................................................................4
1.3 Purpose of the Study..................................................................................................................5
1.4 Objective of the Study...............................................................................................................5
1.5 Research Questions....................................................................................................................5
1.6 Significance of the Study...........................................................................................................6
1.7 Delimitation of the Study...........................................................................................................6
1.8 Limitation of the Study..............................................................................................................6
1.9 Study Assumptions....................................................................................................................7
1.10 Definitions of Significant Terms.............................................................................................7
1.11 Organization of the study.........................................................................................................8
CHAPTER TWO.............................................................................................................................9
LITERATURE REVIEW.................................................................................................................9
2.1 Introduction................................................................................................................................9
2.2 Project Implementation..............................................................................................................9
2.3 Procurement Practices and Implementation of Roads Projects...............................................10
2.4 Availability of Resources and Implementation of Roads Projects..........................................12
2.5 Project Management Implementation Team Competency and Implementation of Roads
Projects..........................................................................................................................................14

5
2.6 Stakeholders Participation and Implementation of Roads Projects.........................................16
2.7 Theoretical Framework............................................................................................................19
2.7.1 Resource Based View Theory.......................................................................................19
2.7.2 Stakeholders Theory......................................................................................................21
2.8 Conceptual Framework............................................................................................................22
2.9 Research Gaps.........................................................................................................................24
2.10 Summary................................................................................................................................26
CHAPTER THREE.......................................................................................................................27
RESEARCH METHODOLOGY..................................................................................................27
3.1 Introduction..............................................................................................................................27
3.2 Research Design......................................................................................................................27
3.3 Target Population.....................................................................................................................27
3.4 Sample Size and Sampling techniques....................................................................................28
3.4.1 Sample Size...................................................................................................................28
3.4.2 Sampling Procedure......................................................................................................29
3.5 Research Instruments...............................................................................................................30
3.5.1 Pilot Testing of Questionnaires.....................................................................................30
3.5.2 Validity of the Instruments............................................................................................30
3.5.3 Reliability of the Instruments........................................................................................31
3.6 Data Collection Procedure................................................................................................31
3.7 Data Processing and Analysis..................................................................................................31
3.8 Ethical Considerations.............................................................................................................32
3.9 Operational Definition of Variables........................................................................................33
4.0 REFERENCES........................................................................................................................33
Appendix I : Letter of Introduction...............................................................................................43
Appendix 11: Questionnaire..........................................................................................................44
Appendix III: Budget.....................................................................................................................48
Appendix IV: Work Plan...............................................................................................................49

6
 LIST OF TABLES
Table 2.1 Research Gaps

Table 3.1 Target Population

Table 3.2 Sampling frame

Table 3.3 Operationalization of variables

7
LIST OF FIGURES

Figure 1.Conceptual Framework

8
 ABBREVIATIONS AND ACRONYMS
AfDB - Africa Development Bank

ASAL - Arid and Semi-arid areas

CVI - Content Value Index

DG - Director General

GDP - Gross Domestic Product

CIDP - County Integrated Development Plan

IFAD - International Fund for Agricultural Development.

IT - Information Technology

KIPPRA - Kenya Institute Public Policy Research and Analysis

KPLC - Kenya Power and Lighting Company

KPMG - Klynveid Peat Marwick Goerdefer

KRB - Kenya Roads Board

NACOSTI - National Commission for Science and Technology

PPOA - Public Procurement Oversight Authority

PRA - Participatory Rapid Assessment

RBV - Resource Based View

RoK - Republic of Kenya

RRA - Rapid Results Assessment

SPSS - Statistical Package for Social Science

WHO - World Health Organization

9
 ABSTRACT
The road transport system in Kenya is used to move people and goods and it is vital in
interconnection of other modes of transport as well as acting a vital linkage in access to basic
social services. Roads networks worldwide are pillars for economic, social and political progress
(KRB, 2017).
The purpose of this study is to investigate the socio-economic determinants in implementation of
Roads Projects in urban areas, a case of KURA projects in Laikipia County. This study aims at
achieving the following objectives; to determine how availability of resources, procurement
practices, project management implementation team competency and stakeholders’ participation
determine the implementation of Roads Projects in urban areas.
The study will focus on projects implemented in Laikipia County. The study will assume that
each and every respondent is ready and available to answer the questions and will be cooperative
and questionnaires issued will be returned on time and well completed in order to get valid data.
There will also be an assumption that respondents will answer truthfully.
The study’s theoretical framework is based on Resource Based View Theory and Stakeholders
Theory. The study will adopt a descriptive survey research design. The target population is 103
drawn from Project engineers, Road supervisors, Procurement officers, Project accountants,
Project implementation team, Contractors and Stakeholders.
This study will employ a sampling formula for determining sample size advanced by Saunders to
select a sample size of 82 respondents. Stratified sampling method will then be applied to
proportionately draw respondents from 7 categories of parties in the KURA funded road
construction in Laikipia County.
The study data will be collected by use of questionnaires and data collected will be analyzed by
use of descriptive statistics and inferential statistics. The specific descriptive statistics will
include frequencies, means, and standard deviations and will be presented in the form of
frequency distribution tables while the inferential statistics will be in a multiple linear regression
model.

10
 CHAPTER ONE

INTRODUCTION

1.1 Background of the Study

Chikati (2009) notes that human societies have used different types of projects to bring about
changes or benefits to societies since time immemorial. The ventures include the Egyptian Great
Pyramids, ancient Roman roads, the Chinese Grand Canal and the Dykes of Holland. These
ancient projects have known to have marked society and made a positive contribution to benefit
society as a whole.
The history of building projects can be traced back to the early Greek Mediterranean settlement,
Egyptian Pyramids, Roman Empire temples and medieval structures (Lewis 2008). The
architecture and industrial revolution began during the Renaissance in the 18th century. In
addition, the construction industry, especially rail and buildings, has undergone great
improvements in the 19th century. Marasini and Dawood (2006) indicated that the Suez Canal
was built between 1959-1969 to be a major international undertaking and that businessmen were
experienced in constructing large buildings, roads, petrochemicals, dams, reservoirs. Lewis
(2008) points out that Great Britain first became a multinational corporation for building of
railways and Pearson in Great Britain founded the first large foreign construction firm at the turn
of the century. Now the nation's economy is powered by huge programs across the globe.
Reschke and Schelle (2010) listed the world's largest manufacturing sectors to be largest
infrastructure ventures such as airports, transportation, energy, oil and gas.
Kenny (2007) says the economic development position of the construction sector is undeniable
as it is the backbone for economic growth of the construction industry. Given its importance,
governments around the world have made major investments for many years. Building methods
and procedures have evolved over the years because of its status as the world's largest
architecture branch. The importance of building has also been emphasized in Leesard (2011), not
only as the physical world is changed and the quality of life and passages in which new forms of
communication are created, but as important as large-scale engineering projects. In most
countries, the construction industry has sustained Vandevoorde and Vanhoucke (2006) that the
global $3.5 trillion industry is between 6% and 8% of GDP. Physical infrastructure development

11
and maintenance is said to be essential to rapid economic growth and reducing poverty (Wasike,
2001).
In Europe, Martin and David (2008) proposed improved technologies and methodologies for
road construction would lead to project execution more effectively and in less time. Building
technologies such as manufactured and modular construction and advanced building materials
also included implementation of low-resource road projects in China (Leng 2014). The KPMG-
PMI analysis (2014) found that 25 percent of ongoing projects in India were delayed due to
insufficient preparation and lack of effective use of technology. For certain cases, project delays
have been recorded more than project progress around the globe. Standish Group (2009) has
published that only 32 percent of projects are successful in the USA, 44 percent have been
questioned and 24 percent have failed. Furthermore, Stewart (2003) reported that only 25 per
cent of projects remain productive. KPMG Study (2014 ) noted that on an average, a budget and
planned schedule of 39.4 percent of road infrastructure projects constructed by local companies
are completed in Kenya. The study also indicated that only 35% of the projects of local
companies complied with the required standards of quality. In Sunderland (2012) the majority of
large road projects in South Africa were undertaken by foreign construction companies, but
while road infrastructure projects in South Africa are fairly decent. Sunderland (2012) also
argued that local construction companies in South Africa face many obstacles to complete
infrastructure projects with expenditure and time schedules. In order to deliver effective
infrastructure projects, management involvement, adequate knowledge and communication
networks and qualified personnel were also necessary. Lavasseur (2010) noted that construction
firms were not educated, cost management ineffective and the construction shrinking area in
Tanzania.
Transport infrastructure and services are important to social and economic growth, as they
provide access to jobs, markets, schools and hospitals for goods and services, as well as for
community and country initiatives (Ebinger & Vandycke, 2015). They provide access to services
and services to communities and the countries. Transport also plays a vital role for
competitiveness of countries, by creating employment and income, balanced and sustainable
spatial development, access to water and energy, food security, and is critical for social inclusion
and improved quality of life (Friedrich & Timol, 2011; Chen & Cruz, 2012; Vilana, 2014; United
Nations, 2015). Lack of or underdeveloped transport infrastructure has been recognized as one of

12
the world's greatest barriers to economic growth and social growth (Hagerman, 2012). The
World Bank (2017) stipulates that road transport is Africa's most commonly used transport tool.
The paved infrastructure covers less than 50 percent of Africa's road network with the exception
of Mauritius and the northern African States of Algeria, Egypt, Morocco and Tunisia. In 1996,
there were fewer than 17 percent of paved roads in Sub-Saharan Africa, with many countries
dipping below average. Approximately 57% of highways in North Africa and 25% in South
Africa were paved and 10.2% in Central Asia. Road density is typically slightly smaller per
square kilometer than in Asia and Latin America. The road network in Kenya is calculated to be
196,091 miles, 63,291 kilometers from which the remaining 133,800 kilometres, are graded. Just
14,100 kilometers are paved with the gravel or Earth standard balance network (ADfB 1999).
It has been established that adequate and well maintained road infrastructure is a necessary
condition for economic growth and poverty reduction (Kemp, 2005). The availability of quality
road infrastructure has long been recognized as a critical input to productivity and
competitiveness (World Economic Forum, 2010). Nderitu (2013 ) states that one of the biggest
drawbacks on Kenya 's development is the absence of sufficient road infrastructure. Ward et al
( 2008) states that the success or failure of construction projects is related to the pillars of costs ,
time, technology , economic capital and efficiency. Development of infrastructure was a key
principle of Kenya's growth agenda. It is an important pillar for the attainment of 2030 vision,
which provides for the establishment of the middle income economy status of the nation by that
time, and a facilitator of the Big Four Plan for stimulating the economy and improving the lives
of Kenyans. The infrastructure sector's contribution to GDP in 2012 in Kenya was 19.1 percent
(Kenya Economic Report, 2014). The Kenyan road industry face the following challenges:
enormous costs of road construction, insufficient road repair facilities, weak compliance on axle
weight guidelines and regulations, huge road reconstruction backlogs, insufficient decentralized
county road standards and resources, weak regulatory and procurement efficiency, Breach of
road reserves, heavy traffic congestion and overpopulation in metropolitan areas; overloads;
insufficient work into other available roadbuilding materials; insufficient cross-border transport
and operating rules (RoK 2008) & (RoK 2013).
The Kenya Urban Roads Authority (KURA) is a state-owned agency responsible for operating,
constructing, rehabilitating and maintaining all public roads in cities and municipalities
measuring about 12,549 kilometres. It has 47 local branches, as provided by the current

13
constitution, distributed throughout the 47 counties. Each office has a Regional Manager (RM),
who represents the general director (DG), in each county. KURA has succeeded and the
condition of improved roads in cities and municipalities in the country can prove it, but still faces
challenges in the implementation of projects ranging from politics to global implementation
(William, 2014).
If completed within the time, cost and quality required, a road project is considered to have been
achieved. The evaluation and evaluation of project performance usually uses performance
metrics such as time, expense, efficiency, customer satisfaction, changes to the client, corporate
outcomes, health and security (Leng, 2014). Therefore, this study focuses on socio-economic
factors that determine successful urban roads implementation projects.

1.2 Statement of the Problem

The road transport system in Kenya is an essential component in the development of a country
since it forms part of the key drivers of economic growth and an important pillar in realization of
the big four development agenda. Worldwide road networks are cornerstones of economic, social
and political change (KRB, 2017).
Kenya has a functioning functional road network, according to the World Bank 2010 report,
however, most roads are pathetic and few roads have been tarred. In recent times, the
government has continuously expanded the allocated budgets to its road sector given the role
played by roads in the socio-economic growth of the country. Roads expenditure constitutes
about 15 % of the total public expenditure annually making it one of the largest single element of
public expenditure in Kenya. Despite the funding, Kenya's road projects faced numerous
obstacles, including delays in implementation, cost overruns, demolition of residential and
business houses and termination works (Maina, 2013).
Laikipia County is in the Arid and Semi-arid (ASAL) lands of Kenya which covers 80 per cent
of the country and are home to ten million Kenyans, 70 per cent of whom live under the poverty
line. 60% of livestock and 65% of wildlife are protected in these areas. The people living in
ASAL regions have remained outside the country's mainstream economy despite their huge
economic potential. These areas have highly under-developed infrastructural networks and
facilities in general and lag behind economically despite being home 30 per cent of the Kenyan
population ((Maina, 2013))

14
A series of studies was carried out to explore deciding factors for the implementation of projects,
Chan and Kumaraswamy, (2011) identified a failure to manage projects effectively as
overwhelming the expense and time incurred. Frimpong et al. (2003) have shown that tools and
techniques for project management play an important role in the effective management. A case
study of Ministry of Roads Projects was done by Nyamwaro (2011) to analysis project
challenges. The study showed that the main challenges faced by the project are poor
communication and lack of awareness. In their paper entitled factors influencing successful
completion of roads projects in Kenya, Ondari and Gekara (2013) found that the successful
completion of roads projects in Kenya is influenced by management support, design
specifications, supervision capacity and contractors' capacity. The study identified design
specifications as the most important link to successful completion of projects.
Arising from the foregoing, the current study seeks to identify socio-economic factors that
determine successful road projects implementation by focusing on procurement practices,
availability of funds, project implementation team competency and stakeholders’ participation.

1.3 Purpose of the Study

The purpose of this study is to establish the socio-economic determinants of roads projects
implementation by Kenya Urban Roads Authority (KURA) in Laikipia County, Kenya

1.4 Objective of the Study

1. To establish how procurement practices influences the implementation of roads infrastructure

projects in Laikipia County, Kenya
2. To find out how availability of funds influences the implementation of roads infrastructure
projects in Laikipia County, Kenya
3. To establish how project management implementation team competency influences the
implementation of roads infrastructure projects in Laikipia County, Kenya
4. To examine how stakeholders’ participation influences the implementation of roads
infrastructure projects in Laikipia County, Kenya

15
1.5 Research Questions

1. How do procurement practices influence the implementation roads infrastructure projects in

Laikipia County, Kenya?
2. How does availability of funds influence the implementation roads infrastructure projects in
Laikipia County, Kenya?
3. How does project management implementation team competency influence the
implementation roads infrastructure projects in Laikipia County, Kenya?
4. How does stakeholders’ participation influence the implementation roads infrastructure
projects in Laikipia County, Kenya?

1.6 Significance of the Study

The study’s findings and recommendations will enrich project practioners understanding of the
various dimensions of projects implementation success. The study's results will shed light on the
deficiencies and impediments affecting project execution not only at the Kenya Urban Road
Authority but also in the broader Kenyan public sector. It will also add to the already existing
knowledge and findings of the implementation of public sector projects developed by other
researchers. The findings will also bring new knowledge to the public ’s attention which policy
makers and scholars may find useful in accelerating the success of implementation of public
projects. The study will also provide Project Planning and Management scholars with a
repertoire of knowledge on how socio-economic factors might play a role in the implementation
of projects.

1.7 Delimitation of the Study

This study focuses on the socio-economic determinants in roads projects implementation by

Kenya Urban Roads Authority (KURA) in Laikipia County, Kenya. The study is interested in
investigating four socio-economic determinants: procurement practices, availability of funds,
project implementation team competency and stakeholders’ participation. The study targets
parties in urban roads construction comprising: Project engineers, Road supervisors,
Procurement officers, Project accountants, Project implementation team, Contractors and
Stakeholders implementing roads projects in Laikipia County. The researcher is delimiting to

16
Laikipia County because of its inadequate physical infrastructure including transport
infrastructure which is one of the binding constraints to the ASAL economy. The study will be a
descriptive research survey and will be conducted between May and June, 2020

1.8 Limitation of the Study

It will not be possible to study the whole population, and therefore the study will be limited to
projects that have been implemented in Laikipia County, KURA project staff, contractors and
project committees. While performing the analysis, the researcher may also be forced to face
various draw backs. Given the fact that the study will follow a survey design, it will be
exceedingly difficult to collect data from the large number of respondents. To combat this, the
researcher will be forced to employ the aid of research assistants in assisting with data collection.
Appointing the chosen respondents may also prove troublesome. The researcher will have to
book appointments early enough to solve this problem and do a follow-up.

1.9 Study Assumptions

The research will assume that the respondents will be ready and available to answer the
questions therefore the researcher will timely notify the chairpersons of Project Implementation
Committees in order to inform other members about the study. The researcher will also assume
that the respondents will be cooperative and questionnaires issued will be returned on time and
well completed in order to get valid data. There will also be an assumption that respondents will
answer truthfully.

1.10 Definitions of Significant Terms

Availability of funds having access to adequate financial resources to undertake construction

of road projects

Implementation team competency Ability of an individual to provide a service or resource

with the expected standards.

Procurement practices Rules guiding and governing the acquisition of goods and services

17
Roads projects Are transport infrastructure financed by government and development
partners to ease connectivity and enhance economic development.

Stakeholder participation Involvement of persons who are either positively or negatively

influenced by the project

1.11 Organization of the study

The study will be organized into five chapters. In chapter one, the researcher outlines the

background to the study, statement of the problem, purpose of the study and also looks at the

research objectives and research questions. The researcher also covers the significance,

delimitation, limitations and assumptions of the study and ends up looking at the definitions of

significant terms. In chapter two, the researcher will review related literature to procurement

practices, availability of resources, project implementation team competency and stakeholders’

participation. In chapter three, the researcher will outline the research design, target population,

sample and sampling techniques, research instruments, pilot study, validity and reliability of

research instruments, data collection procedures and data analysis and presentation.

18
 CHAPTER TWO

LITERATURE REVIEW

2.1 Introduction

In this chapter, the researcher reviews literature related to procurement practices, availability of
funds, project management implementation team competency and stakeholders’ participation.

2.2 Project Implementation

Project implementation should be set up and tracked. The range must be clearly defined and
limited. It covers the number of technologies implemented as well as the number of
reengineering programs. In addition, applications for the scope expansion have to be assessed in
relation to additional time and cost of amendments proposed (Sumner, 1999). The project must
officially be identified by its milestones and Holland et al. (1999) must decide the essential paths
of the project. It should also encourage the project to be timely and prompt decision making
(Rosario, 2000). Deadlines for support should be met and integrity retained within scheduling
and budget (Wee, 2000). Planned well defined tasks and exact assessment of the effort needed
should also be made.
According to Wee, (2000), project implementation progress delivery focuses on performance and
continuous monitoring of plans and budgets against goals. Commitment of project sponsors is
also important in building cohesion and managing the whole project life cycle (Rosario, 2000).
Sumner (1999), notes that a projects leader should be in charge and actively aim for dispute
resolution and resistance management. According to Nyamwaro, (2011) poor communication
and lack of awareness was found out as the main challenges that face project implementation.

The most important stage of project development is often the execution of proposals (Wayne and
Wittig, (2007). Jiang & Klien et al (2002) notes that, if organizations in principle and project
teams take on project effectiveness, there are ten ways to boost project efficiency: bypassing
obstructed situations, allowing people to reach out, not to break apart, focusing and following
systemic processes. In his report on IT projects he believes it can achieve or break IT projects,
Murray(2001) describes the IT project success factors: appropriate levels of project engagement;

19
suitable project funding; carefully constructed project requirements and specifications; proper
management and preparation of a full plan with sufficient time and flexibility to anticipate and
respond to unforeseen challenges. It also requires a critical overview of the risks involved in a
project, the potential risk damage and the project team's capacity to deal with these risks.
Develop appropriate contingency plans to be used when there are problems in the project;
determine honestly how well the company will proceed along the road. The use of accurate,
frequent and diverse media will encourage positive and creative actions. To understand the risk
implications, a clear identification of project-wide risk allocation is important. In a comparative
review, a good perception of risks, recognition of tasks and commitments, shared goals and
resources of each project are important to project success in order to deal with unexpected
problems (Nijkamp et al., 2002).

2.3 Procurement Practices and Implementation of Roads Projects

The contract shall be purchased at the right time for immediate gain or utilization by States,
enterprises or persons in the right amount and price, usually by contract, and shall normally cost
ownership as much as possible at the right time (Ganuza, 2007). The whole cycle of buying
products, assets and services required for a project is the purchase, as per Kariungi (2014). The
cycle starts with defining criteria and then agreeing on procurement specifications. This cycle is
performed by risk management, identifying and evaluating potential approaches, contract award,
property or service distribution and payment.
The WHO study (2012) states that a successful procurement process provides materials to be
available at the right amount and at the correct price and value to the right client at the right time.
According to the report of the WHO, procurement is an significant factor, because if it is not
well handled, project funding can be refused, disbursements can be postponed, contracts can be
canceled because contractors are much worse off from doing business with development partners
that can be expensive. Ombaka (2009) also emphasized that it does not include simply buying,
but a wide range of businesses, businesses, IT, legal structures, security, and risk management,
all of which have been undertaken to meet the requirements of an enterprise. The ability to meet
required requirements varies depending on the time the goods are delivered; otherwise the end
users have a negative externality.

20
In Kenya, the PPOA Act of 2005 created the Public Procurement Oversight Authority (PPOA)
which has the mandate, among others, to ensure compliance with procurement procedures laid
down in the Act, monitoring the procurement system and reporting on the overall functioning of
the system, implementing public procurement policies and supporting them. According to Kagiri
and Wainaina (2009), the national treasury requires the user departments (i.e. procurement
guidelines) in compliance with clear rules for deciding the contractor building a road and
developing special financial management systems to monitor the usage of taxpayers' funds as
envisaged in the PPOA Act. According to Akintoye et al. (2005), openness in procurement,
competition procurement procedures, Good governance, well-defined public authorities, social
support, and a rational assessment of cost and benefits are crucial success factors for successful
procurement.
Even though contracting approaches need to be modified to increase the achievement of various
project goals, customers continue to prefer the procurement processes they are familiar with,
irrespective of project differences (Cox & Thompson, 1997). A clearer understanding of how
different procurement activities affect various aspects of projects' success is critical for
enhancing progress. Previous research activities in this field were restricted to research on how
one or a number of different procurement options impact one or two project goals. A
comprehensive and systematic approach to procurement processes is important for the effective
governance of construction projects. Considering that the literature on construction management
lacks a systematic view of the effect of procurement procedure on various aspects of project
success, this research initiative aims at addressing this research gap that can have important
practical implications (Wardani and Horman ,2006).
Murray et al . ( 2002) found out that stringent conditions for pre-qualification and awards, the
absence of transparency for public works and the absence of effective policies to encourage local
contractors contribute to the failure of donor-supported projects even to lead to unfair
competition and corruption. Procurements management is critical if projects financed from
donors are to be completed promptly for the construction industry which is normally focused in
infrastructure development and maintenance. During the project creation process, lengthy and
tedious processes frequently lead to delays, leading to many years of projects. Consequently,
projects were often outdated at the beginning of the project – project goals were irrelevant or

21
appropriate; the technology suggested in project design was obsolete – but it did not allow those
involved to make the required adjustment to the process that was so lengthy and complicated.
The literature currently available is primarily concerned with critical delay factors. The detailed
literature on deciding whether the Kenya Urban Road Authority has been implementing projects
funded in Kenya on a timely basis is not available. The few comparative studies are incomplete
in their perspective. An evaluation of the structural factors affecting the timely completion of
Rwandan road projects supported by non-governmental funding focused on the global bank and
AfDB funds, was carried out, for example by Nduko et al., (2016). Similarly, the consumers or
stakeholders just have control of structural variables. In the same way Wambui, Ombui and
Kagiri (2015) have conducted a report on the factors that influence the completion of the Nairobi
City County road construction projects: the Kenya Urban Roads Authority case study only deals
with structural, not external, factors. Therefore, the research process needs to be conceptualised
and systematized in the few successful schemes and the many others which do not produce the
anticipated results, to evaluate the timely completion and interaction of road construction
projects in Kenya. Such inductive research in a variety of contexts may lead to information
useful to decision-makers and road governance and to an efficient implementation of road
construction projects in Kenya.

2.4 Availability of Resources and Implementation of Roads Projects

According to Peterson (2003), prudent allocation of resources is difficult in developing countries

due to their scarcity, competition and being politicized. Therefore, this determines how the cash
is distributed to ensure that an organization is able to achieve the key functions that it was
supposed to achieve and deliver its functions within specified time. Memon (2013) associated
prolonged payment delays with consequences such as high industrial dispute risk, property
damage and low returns; while Raj and Kothai (2014) noted that timely employee payment is
required to retain motivation, ability, confidence, discipline as well as cheerful results. Relating
late payment to causal factors like poor business and financial management of clients, financial
misconceptions, political interference, inaccurate valuation of works completed and inadequate
documentation and valuation data were linked to Abdur-Rahman (2010). Memon (2013), reflects
on the effects on the execution of infrastructure programs through overdue payments to
contractors. The financial constraints during their implementation hamper most of the projects

22
financed by the government. As the budgets are based on the operating departments, key non-
dollar factors are important for the timing of strategic programs to surpass (Holland, 2009).
Delays and overruns in building are highly regarded as being carried out with public funds in the
public sector. Creating infrastructure helps to control the economy in many countries. While
building continues to grow, planning and budgeting issues are also increasing. Projects that are
not finalised on schedule and in the original budget are now normal (AlinaitWe, 2008). The
overrun (cost and time) rate of both economic and social infrastructure projects in most
developing countries is, however, a top concern (Omoregie and Radford, 2006). Hussin and
Omra (2012) suggested that the financial difficulties of developers, contractor firms, local and
national governments and stakeholders, including donors, have caused 70% of projects
abandoned in Malaysian transportation constructions. The company would then evaluate the
finance resources for a project to be delivered on time.
Wang, Tang and Li (2013) conducted a survey of the relationship between ownership and project
performance in hydropower development projects in China, which revealed strong ties between
financial support and project performance for strategic planning, confirmation of owners' ability
to achieve limited, valued financial resources, and inter-organizational connections, informing
The report on financial support for multiple ventures using socio-metric approaches for
assignment of financial resources published by Ballesteros-Péres, Gonzales-Cruz and Fernandez
diego (2012). The results show that engagement of the developers and users' commitment to the
project as well as regular upgrades and releases of the software affect the ability of the project to
take competitively advantage by effectively redefining d'Analysis of Open Source Projects
(Ghapanchi, Wohlin & Aurum, 2014). Abdullah, Aftab, Rahman and Azis (2010) submitted the
most significant factors to the Committee: price fluctuations in goods, cash flows and financial
challenges to contractors, lack of site work, coordination between the parties, inaccurate
planning and timing by contractors. The increase in material costs was found by Baloyí and
Bekker (2011) in large part to overrun stadium costs and international projects. Kamotho (2014)
study aimed to establish how each of these factors influences project completion. The results of
the study showed a poor 35 percent link between the real cost and costs of implementing
property development projects. This means that the actual cost was higher than that estimated.
The study findings showed also a weak link between target execution time and the actual
implementation time of property development projects at 26 percent at 95 percent confidence

23
interval. This implies that majority of projects in the property development industry were
implemented later in time after expiry of their targeted implementation timelines. The factors
that influence timely completion of power projects in the Thika region are described by Muriithi
(2014). The key factors affecting the timely completion of KPLC projects in the study area were
identified as procurement delays, timely availability of funds and climatic factors. In the analysis
by Wanjau (2015), the factors affecting building projects in Kenya have been investigated. This
work was conceived as a descriptive analysis. The study found a positive link between
completion building project completion and business related factors, project procedures, project
management factors and human related factors.

2.5 Project Management Implementation Team Competency and Implementation of Roads

Projects

Computing and feedback systems, efficiency, security and risk management system, monitoring
capacity, experience, coordinating and leadership skills, communication skills, organizational
structure, mechanisms of control of sub-contractors and general management activities can be
the skills required for managing projects (Lam & Chan 2009). Lam (2009) says that management
needs to engage in initial interactions, control structures, management processes and
organizational culture strategies and program success. The study of the important factors that
delay building projects in Malaysia. Three research group, namely contractor, consultant and
founders, are Alaghbari, Kadir, Salim and Ernawati (2007). In terms of the factors associated
with contractor conduct, financial problems, supply shortages and inadequate site management
were among the top three. The cause of ownership included missed payments, poor decision-
making and adjustments of the contract scope. The top three consultants were bad management,
slowness and lack of expertise.
The core around which success revolves is professional qualifications. Even brighter plans and
strategies can fail without well-motivated, capable and trained staff. A motivated team whose
members work together and for one another will succeed even though they are more skilled by a
team of less motivated people. It is important that the roles to be played, the standards to be
achieved and how projects are evaluated are understood in order to increase project performance
and implementation. The success of a project depends not just on the project manager, but also
on the whole team. Team participation, technical experience, roles of team leaders, team

24
dynamics, success or failure factors of the project , team involvement in the strategy and design
of the project and the project monitoring level.
The project manager’s know-how can also affect a project's prompt completion. The best
favorable criteria for project quality compliance at project sites were project managers and
participants (Kenig, M.A., et al, 2012). The authors showed that the project manager has some of
the most important qualities. Examples include efficient project monitoring and feedback
management, technical expertise for project managers, project management standard, effective
project team monitoring and feedback. The authority also examines the project managers' team at
the site to take every day decisions. Furthermore, project success depends on the productivity of
the project team in process management (Olatunji, 2010). This indicates the appropriate capacity
both of the project manager and the project team to make sure that work is inspected and
investigated properly on site.
The poor correlation, such as a lack of expertise in project management, may have detrimental
implications for the timely implementation of projects, as per McMiniminee et al ( 2010). If the
inspection / supervision is not adequate, quality assurance is seriously jeopardized. Chism (2010)
acknowledges that quality is very important to inspection and workmanship requirements.
Fapohunda, (2010) says the site manager has a considerable effect on the cost, time, complexity
and quality to achieve the pre-determined project aims. This would make it necessary for the
manager to maintain a professional and absolute control.
The lack of monitoring and inspection of building projects contributed to the rework of defective
designs, leading to a delay in the timely completion of the project, in a report by Wambugu
(2013). This can also contribute to high project costs and can discontinue the project. A failure to
inspect the site is one of the reasons why the project is delayed. Appropriate site identification,
inspections and monitoring are successful in continuous monitoring, monitoring and assessment;
almost 42 per cent of Kenya and Nigeria construction projects are not under-supervised (EC,
2012).
A study by Omran, Abdalrahman and Pakir (2012 ) found that, as a result of lack of experience
leading to poor supervision, 211 road projects in Kenya, South Sudan and Malawi were mainly
attributable to incompetent craftsmen because of insufficient job skills and drawing abilities and
incompetent supervisors. The studies emphasized the impact of management and supervision on
the overall performance of the building project. When there is no adequate supervision,

25
employees continue to stop whenever they want and work tends to stall. Timely inspection is
essential in order to ensure successful activity, material quality and timely project planning. Post-
building operation may not be undertaken until the appropriate review on previous activities is
performed. As reasons for delays in construction, Chai and Yusof (2013) regard the inadequate
site management and monitoring as high.
Studies from Kenya have shown that other elements, such as missing supervisors and managers,
have eaten up in the future, including corruption, favors and nepotism, for many of the tenders'
projects in Kenya. For example, in the North-East, up to 18% of the roads maintained by the
government in the country were monitored by quarks on this field; mostly the building industry
is not very well-known. In Kiambu, for example, between 2000 and 2010 the contractor's
differences from the original plans caused 20 roads to be delayed because of a poor monitoring
of rural and inaccessible projects (Republic of Kenya, 2013). For example, 20 highways were
delayed in 2000 to 2011. On the coast, up to 45.01% no adequate control and reporting of
progress is made on roads designated as A, B and C. With regard to road terminals between
Likoni and Kwale, Likoni and Lungalunga, Taita-Taveta, Mariakani and Vai and many more, for
a long time, some people have been canceled because the key supervisors are staff members of
various organizations working with the Infrastructure Ministry that are few in number, and to
some extent corrupt; THIS also makes it impossible for them to provide monitoring work and to
send members instead (GOK, 2013).

2.6 Stakeholders Participation and Implementation of Roads Projects

Stakeholders directly or indirectly involve themselves, are involved in and /or are likely to affect
the results of a project positively or negatively (African Development Bank 2015). Local
communities or individuals, government and central administrations, policy makers, civil society
organizations and special interest groups can be involved (Purvis, 2014). A stakeholder is a
person, group or organisation, which can monitor or influence the decision, operation or outcome
of a project or feel it affects (PMBOK , 2013). Stakeholder Management is an organized and
principles driven mechanism and control. They define, assess, organize and implement measures
to engage stakeholders on a regular basis. Practically, involvement of stakeholders enables
project leaders to set the conditions for successful engagement of the project partners and thus
allow leaders to benefit stakeholder involvement in the acquisition and use of resources (Purvis,

26
2014). It is important to recognize parties whose purpose and interests are essential for the
environment of projects in order to have the greatest possible interplay to make mutual gain in
implementation of stakeholder management.
Participation by stakeholders is an understanding of stakeholder behaviours, to implement
measures that meet their expectations during the project cycle (Beringer 2013). Stakeholder
recognition is important and its impact on the project can be more easily understood by mapping
the degree of its power and influence. If participants in the project do not share a similar culture,
the project must adapt its members and work processes to overcome cultural differences. The
project must adapt. Three key components of a project's cultural differences include: interactions,
meetings and decision-making. In language, meaning, and condor, project managers experience
cultural variations. A project can not slow down without sharing the same language.
Beringer (2013) suggests that it is not practical to change the organizational culture once
assigned a project. It is not easy for a project manager to challenge work practice and habits of
other stakeholders. He suggests communicating and managing the relevant stakeholders about all
stumbling blocks, issues and risks with clear indication of the actions required by the
stakeholders to help mitigate the issues. Communication should clearly demonstrate the impact
the issues encountered have on the project. Jang (2014) stated that involving stakeholders
increases the amount and transparency of initiatives to develop them. They will allow the project
manager to be vigilant as project activities may affect certain areas. Stakeholders can also
support a project by engaging and engaging other stakeholders. Kloosterman (2014), if a
systematic process is followed for stakeholder mapping and management, then key steps have
been taken towards managing a project successfully.
Community participation in construction has an impact on the success of development projects
from the first stage to the project management. Vision 2030 The first medium plan 2008-2012
states that the participation of local communities in donor funded projects has resulted in the
restoration of catchment areas and water sources in Kenya by establishing executive committees.
Kenya Rain Water Harvesting study from Wanyoni (1998 ) showed that infrastructure
evaluations demonstrated that communities did not fully participate in the planning and
technological selection of rainwater harvesting in both rural and urban areas of Kenya (1978).
The project implementation guidelines for commissioning of the project were not fully
understood or provided to the community.

27
The project preparation and execution needs to be supported by stakeholders in particular, to
improve the possibility to support the projects according to Adhiambo, (2007). In this study the
project managers and IFAD supervisors have been found to be flexible in their approach,
allowing modifications to the design and an extension period to ensure sustainability. It was
especially important for community members that the new businesses should remain sustainable
and grow and that the projects offer them further opportunities. These views were shared by
project staff and partners and the importance of empowering beneficiaries for future
sustainability, particularly women, was noted. Despite certain gaps, sustainability was high. By
considering and recognizing stakeholders, no company can be sustainable and can adapt to its
needs , desires, goals and needs.
A further critical factor is that attempts to achieve sustainable development are compatible with
the desires of stakeholders. Organizations need to recognize that their stakeholders' needs are
subject to change, and change must be adopted in accordance with priorities and interests. In
general, donor-led and top-down programs are ineffective because they do not contribute to
stakeholder participation and interaction (Australian Government Overseas Aid, 2000). Some of
the sustainable development considerations include project designs and planning for all possible
activities.
Sustainability and control are essential considerations. Designs with as much feedback as
possible from participating organisations will be created. It includes anyone who can play a part
in the development and operations of the project. Beneficiary and user input is particularly
important, but due to time and effort it is unfortunately too often limited. Relations between
communities and the respective ministries and institutions would be important to make the target
area productive and sustainable. It provides consistency by linking local service providers.
Following project execution, the group is typically required to support the project (IFAD, 2012).
Maduagwu (2009 ) points out in Nigeria that the government does not believe they know better
than the poor themselves what is to their benefit. Maduagwu (2009) also points to projects that
people need because contractors are not pushing them. Citizens need to clarify their own
priorities and needs. The presence of Jang (2014) is regarded as important to the stability of the
group. It helps members to work together and share shared interests, beliefs, concerns and
challenges, and it adopted the concept of cooperation with the process of change and growth that
brings about democracy and personal empowerment. Mulwa (2008 ) argues that the lack of

28
shared interests and visions in an organization is suspected of challenging achievement of the
goal while limited awareness affects the quality of project awareness. Failure to understand ideas
like the participation of communities and social capital can obscure differences that are essential
to results.
Multiple sources can produce such differences. They are motivated by political power , authority
and gender structures, social distinctions based on caste, race or ethnicity, differential interests in
the provision of public goods or services or segregated economic inequity resources (Mansuri
and Rao, 2011). Mosse (2011) explores many participatory projects and shows that, even in
projects that were strongly involved, what has sometimes been referred to as 'local information'
was a planning context building and secret underlying information creation and use policies
RRA and PRA approaches to community development and research have been popularised as
approaches to participation, which Chambers (2010) calls a family of approaches and methods
for enabling farmers to exchange, enhance, and analyze their understanding of life and
conditions and to plan and act. Cleaver (2009 ) discusses participatory strategies as means of
establishing cooperation, control and sustainable growth. This has been criticized as a
participatory approach that no single studies (to establish) have any causal connection between
any project outcome and its participatory elements (Mansuri and Rao, 2011). The definition of
practice and the depolarisation of control was often unable to individualise. They note that the
person or group or groups of people like women, those who are poverty-stricken or socially
excluded could not be elaborated on (Cleaver, 2009.).
Participation of stakeholders is essential to the success of any project at the community level.
Community members are addressing issues through projects that directly affect them in order to
reduce situations of interest to them. If the group is ultimately not interested in the different
levels of the project, the operating ability may be unattainable because it does not own the
project.

2.7 Theoretical Framework

This section discusses the different hypotheses used to inform this analysis. This research is
guided by the following theories: Resource Based Theory and Stakeholders Theory. Cooper
(2011) describes a theory as a collection of related principles which can be applied in the
analysis, descriptions, and prepositions to explain or forecast the scenario. The relationship

29
shown in these theories is thus reflected in the literature sections concerning the available
resources and the involvement of stakeholders as socio-economic determiners for urban road
projects in Kenya.

2.7.1 Resource Based View Theory

Penrose (1959), who argued that superior performance is attained when the resources are
controlled by company, was the first to give a Resource Based View. The performance of a firm
is determined by how its key resources are managed (Wernerfelt, 2011). RBV relies on capital
and capability attributes of the source it obtains to clarify heterogeneity, performance and
sustainability of an organization (Barney 2011). Montgomery (2003) states that resources are
approaching substances because dominating the aggressive marketplace depends on firm’s
capacity to carefully recognize, build up, position and safe guard resources, which distinguish it
from its competitors. Barney, Wright and Ketchen (2001) observed that each organization
possesses a range of concrete and immaterial resources. Barney is one RBV late contributors
who has been studying and establishing key business resources for superior performance.
The theory of RBV assumes that individuals are inspired to make maximum use of economic
resources available and rational choices that a firm makes which are shaped by economic
framework (Barney, 2007). Resource Based View theory in this study plays a role of evaluating
and explaining resources and capability of a firm that have the capability to create and maintain a
firm‟s advantage and thus the capacity in implementation of roads infrastructure projects in
Kenya (Sheehan & Toss, 2007). Barney (2011) advanced that resources in general include the
following key constructs: resources, capabilities and competences. Competencies are the firm’s
strengths that enable it to better differentiate its products or service quality by building
technological system to respond to customers‟ needs, hence allowing the firm to compete more
efficiently and successfully than other firms (Barney, 2007). Complex packages of skills,
obtained knowledge, ability and experience that facilitate the company to manage activities of
the firm and make use of resources to create performance through coordinating and putting
resources into proper production use is what defines capability (Amit & Shoemaker 1993;
Barney, 2007, & Mckelvie & Davidsson, 2009).
RBV theory presupposes that individual can use economic resources to a maximum extent and
rational choices made by the company under the economic framework are made available

30
(Barney, 2007). In this study, RBV theory is intended to evaluate and explain the resources and
capacity of the firm that is capable of creating and maintaining the business benefit and thus
capable of implementing road infrastructure projects in Kenya (Sheehan &Toss,2007).
Barney (2011), suggested that resources generally include; resources, capacity and competences.
The strength of the company is competence, allowing it to distinguish more efficiently and easily
its goods or service, quality by developing a technical structure that responds to customers’
needs Barney (2007),specific abilities ,expertise, skills and experience packages that allow the
organization to handle its operations and leverage the resources to produce success by team work
and resources to be properly used in production are described (Amit & Shoemaker 1993; Barney,
2007, & Mckelvie & Davidsson, 2009).
The RBV theory thus helps companies to determine whether or not superior performance factors
exist. This helps them to leverage the imperfections of the market to improve their success. This
helps the administrators to put capital to sustain their performance gains. RBV theory gives the
client the benefit of unique conditions that generate superior efficiency for an organization
(Locket, Thompson & Morgenstern, 2009). Resource Based perspective allows company
managers to pick the key strategic factors to invest in the mobile industry out of a variety of
possible strategic factors. To ensure a company has a competitive advantage and superior
performance, resources and capabilities must be described as extremely valuable. Valuable
services contribute to the success of the business (Barney, 2011). The above theory will facilitate
the second study objective; to find out how availability of funds determines the implementation
of roads infrastructure projects in Laikipia County, Kenya.

2.7.2 Stakeholders Theory

The approach of stakeholders was identified as a powerful way to view the business in its context
(Oakley, 2013). The aim of this strategy is to broaden the view of the management in terms of its
roles and responsibilities beyond maximizing revenue and the requirements of non-stock classes
as defined in the income output model of the Company (Mansuri & Rao, 2004). Patton (2008 )
points out that the definition as regards stakeholders assumes that anyone or organization with a
legitimate interest in an organization gets benefits and that there is not a prior preference for one
set of preferences and benefits over other. It must be taken into consideration related businesses,
future staff, prospective clients and the general public.

31
In general, a core and original goal of stakeholder theory is to help managers to consider and
handle stakeholders strategically (Patton, 2008). In multiple studies (Ramabodu & Verster, 2010)
the managerial importance of stakeholder control has been stressed, demonstrating that the
organization's long term sustainability is correlated with equal representation of stakeholders
(McManus, 2004). Whereas strategic strategy has its roots, stakeholder analysis has been
extended to a variety of areas and has been interpreted and extended in many respects, including
very similar methodologies, principles, proof forms and measurement criteria. The abundance of
viewpoints on the topic is as increasing interest in the definition of stakeholders (Oakley, 2013).
This theory stresses the importance of the interaction between senior managers and stakeholders.
Furthermore, the involvement of different partners will significantly affect managers' perception
of the performance of the ventures. Such participants will interact with the management and not
young people on the basis of their interactions. The foregoing theory will encourage the fourth
study objective; how the availability of funds affects the implementation in Laikipia County,
Kenya of highway infrastructure projects.

2.8 Conceptual Framework

This is a model that indicates the interrelationships between dependent and independent
variables. In the study, implementation of roads infrastructure projects is conceptualized as
dependent variable, while procurement practices, availability of funds, project implementation
team competency and stakeholders’ participation as independent variables.

32
 Moderating Variable
Independent Variables
Government
Policies
Procurement Practices
-Procurement planning -Party manifestos
- Procurement methods -Regulatory
-Pricing and terms framework
-Contract management -Planning blue
prints

Availability of Resources Dependent Variable

Timely payment
- Fund allocation
-Contractor’s credit access Completion of KURA
-Resource planning Roads Projects
-Staffing
\ - Cost performance
(project within
budget)
Project Implementation
- Schedule
Team Competency
performance
- Decision making
(project on
capabilities
schedule)
- Technical Skills
-Customer
- Experience
Satisfaction
- Knowledge
- Frequency of training

Stakeholder Participation
- Engagement initiatives
-Ownership
-Problem solving .

Figure 1: Conceptual Framework

33
2.9 Research Gaps

There has been limited research conducted in Kenya regarding the critical success factors in
project implementation in road construction sector in Kenya. A prior Wasike (2001) study for
KIPPRA only addressed road infrastructure and historical developments in Kenya and did not
include challenges to implement. A study on road networks was also carried out by the Kenya
Road Board. The study did not, however, address the key success factors in the implementation
of road projects in semi-arid and arid areas of Kenya. Therefore, a study is needed to identify the
socio-economic factors determining the implementation of road infrastructure projects focusing
on KURA road infrastructure projects in Kenya.
In Pinto and Sliven's literature review, procurement is not identified as a factor for successful
implementation and this study therefore aims to find out how acquisition practices play a
significant role in implementation as a mechanism to identify, evaluate, and develop contractors
and suppliers.
The review of literature reveals that there was limited research on roads project implementation
in semi and arid areas in Kenya. Most research studies focus on National Government
Constituency Development Fund and County Government funded roads infrastructure and most
of the researches were conducted in agricultural based counties. Conditions in these counties
vary from climate, economic and security differences to semi-arid and arid regions in Kenya.
Conduct ownership and engagement of stakeholders. In Ondari and Gekara's literature review
(2013) on factors impacting the progress of road work in Kenya. The primary priority was on
road projects and their research did not include KURA financed road projects that were covered
by this study. In Kenya Power and Lighting Company, Macharia et Ngugi (2014) studied
determinants for successful completion of power projects. The research focused on energy
projects in Kenya that vary from the projects under review for road construction. Many research
studies in Sub-Saharan Africa, including Sambasivan and Soon (2007), have focused on critical
construction lag factors. Holland (2009) study advances that project budgets are based on the
operating departments but key non-dollar factors are also important for the timing of strategic
project implementation. As reasons for delays in construction, Chai and Yusof (2013) regard the
inadequate site management and monitoring as high. Beringer (2013) suggests that it is not
practical to change the organizational culture once assigned a project. It is not easy for a project
manager to challenge work practice and habits of other stakeholders.

34
The researcher therefore plans to fill these research gaps. In this respect, the researcher asks how
the procurement practice, the availability of financing, the experience of the team in the
implementation of projects and the participation of stakeholders decide the realization of road
infrastructure projects in the Laikipia County.

Table 2.1: Research Gaps

Variable Author &Year Findings Knowledge Gap
Procurement (Pinto &Silven,1987) Procurement is not The study is out to
Practices identified as a factor find out how
for successful procurement
implementation practices influences
project
implementation
Availability of (Holland,2009) Influence of key non- This study is out to
Resources dollar factors besides find out how resource
budget in project planning and
implementation application influence
implementation of
projects
Project (Chai&Yusof,2013) Inadequate site The study will focus
Implementation management and on project
Team Competency monitoring as cause management
of delays in project experience and
implementation decision making of
the implementation
team
Stakeholders’ (Beringer,2013) It is not practical to The study looks into
Participation change the how participation of
organizational culture stakeholders in a
through stakeholders project determines its
implementation

35
2.10 Summary

In this chapter, the researcher reviewed literature on the four independent variables namely;
procurement practices, availability of funds, project implementation team competency and
stakeholders’ participation. The researcher has also explained the relationship between the
independent, moderating and dependent variables using the conceptual framework.

36
 CHAPTER THREE

RESEARCH METHODOLOGY

3.1 Introduction

In this chapter, the researcher describes the research methodology that the study will adopt. It
outlines the research design, target population, sampling procedure, research instruments, data
collection procedures, data analysis techniques as well as ethical matters in research.

3.2 Research Design

The study will adopt a descriptive survey research design. This will allow the researcher to
gather, summarize, present and interpret information for the purpose of clarification. According
to Orodho (2002), it is appropriate where the study seeks to describe the characteristics of certain
groups, estimate the proportion of people who have certain characteristics and make predictions.
The study aims at collecting information from respondents in order to establish the how socio-
economic determinants influence road construction project implementation, a case of Kenya
Urban Roads Authority (KURA) road projects in Laikipia County, Kenya.

3.3 Target Population

The population is described in Cooper and Schindler (2011) as the overall collection of elements
to be found. The target population is a precisely identified or collection of persons, programs,
elements and activities, group of subjects or households under investigation. The population may
be isolated and mutually exclusive in pairs, groups or stratos. The target group will be stratified
in the project engineers, contractors, procurement officials and members of the contract
implementation committee for the purpose of this analysis. Mugenda and Mugenda (1999)
explain the observable characteristics of the target population for which the study aims to
generalize the findings of the study. The target population for this study will be 103 respondents;
11 project engineers, 6 road supervisors,8 procurement officers ,4 project accountants,26 project
implementation team, 18 road contractors and 30 stakeholders (National Government
Administrators, Faith Based leaders, Local Chamber of Commerce, Matatu Co-operatives
leaders, Members of County Assembly, Local project implementation leaders) as derived from

37
Laikipia County KURA roads registry as of December, 2019, as shown in Table 3.1.

Table 3. 1: Target Population

Sections Male Female Total Percentage (%)
Project engineers 7 3 11 11
Road Supervisors 4 2 6 6
Procurement officers 5 3 8 8
Project Accountants 2 2 4 4
Project Implementation Team 17 9 26 25
Contractors 14 3 18 17
Stakeholders 19 11 30 29
Totals 71 32 103 100

3.4 Sample Size and Sampling techniques

This section describes the sample size and techniques for sampling by describing how the

researcher determines the sample size and the technique used to draw the sample.

3.4.1 Sample Size

A sample is a model of the population or a subset of the population that is used to gain
information about the entire population. It can also be defined as a set of respondents (people)
selected from a larger population for the purpose of a survey. It is a small set of units from a
much wider community that are studied to allow the researcher to generalize the larger group
more precisely (Mugenda & Mugenda, 2003). The sample size in this study will comprise of;
project engineers, procurement officers, project committee members and prequalified road
contractors.
In estimation of the sample size for the analysis a formula is used. The researcher will employ

formula advanced by Saunders, et al., (2007), as per the formula 95 percent confidence level and

0.05 significance level (p), the sample size is; n = N / 1 + N (e)2

Whereby;
n = represented the size of the sample

38
n = represented the population’s size
e = the error of 5% points
When the formula is used, a sample size of 82 is yielded as shown below;
n = 103/1+103(0.0025)
n =82

3.4.2 Sampling Procedure

Sampling means choosing from a defined population a specific number of subjects’
representative of that population. Any declarations made on the sample should also apply to the
population (Mugenda & Mugenda 2008). To generate the research sample, a stratified sampling
method will be applied. The method recognizes the existence in the target population of strata
with separate characteristics. The stratified method of sample selection ensures, by the
compilation of details from all strata, that the sample reflects the population (Kothari, 2004). The
technique provides more reliable estimates of total population parameters, according to Kerry
and Bland (1998), and ensures that a more representative sample comes from a relatively
homogenous population.
The researcher will draw a proportional sample from each of the 7 categories of the target
population. In order to increase efficiency in the sampling procedure, the researcher will treat
each one of the 7 category as a homogenous part of the population. The randomization will be
done by assigning each member of the targeted sections a number and writing these numbers on
small pieces of paper. Members of each section will then be expected to draw an appropriate
number of respondents for each section.
Table 3. 2: Sampling Frame
Sections Target Population(N) Sample(n) Percentage
Project engineers 11 9 11
Road Supervisors 6 5 6
Procurement officers 8 6 8
Project Accountants 4 3 4
Project Implementation 26 21 25
Team
Contractors 18 14 17

39
 Stakeholders 30 24 29
Totals 103 82 100

3.5 Research Instruments

Data will be collected by use of administered questionnaires and interviews. The survey will

build on the study goals and will have questions that are both open and closed. This data

collection method can best be selected because questionnaires are available within short periods

and cost effectively to a large group of people who can use of questionnaires at the same time,

which will enable them to be anonymous and honest in their responses (Kasomo, 2006). The

questionnaire consists of both open and close-ended questions. The closed questions offer more

organized answers to make concrete feedback simpler and also measure the ranking of various

attributes, thereby helping minimize the number of similar responses to receive more different

responses. The open questions contain extra information that cannot be included in the closed

questions.

3.5.1 Pilot Testing of Questionnaires

The study will carry out a pilot study to test the reliability of the data collection tools in Nyeri
County which is neighbouring the Laikipia County. Five questionnaires will be administered in
Nyeri County which neighbours Laikipia County. Mugenda and Mugenda (2003) estimate that 1
to 10 % of the research sample is adequate to run a test. At least a week before the main study,
the respondents will be picked randomly. The respondent will be asked if each question
measures what it is intended to measure, how long it takes to interview the respondent, if the
responses are correct, whether or not the tool collects the necessary information. The tool will
need then to be adjusted. The researcher will obtain the authorisation of KURA Resident
Engineer in the county to facilitate this.

40
3.5.2 Validity of the Instruments
The validity of data collection methods can be defined as measuring what they are intend to
measure accurately (Saunders et al., 2003). The validity of the data will be tested by using the
Content Valid Index (CVI) which is the most commonly used index in quantitative research. The
Content Valid Index (CVI) demonstrates the degree to which an instrument has an appropriate
sample of items for the construct being measured. This will be done by distributing a copy of the
questionnaire to the supervisors and peers to rate the relevant items/questions in relation to the
research objectives. Validity will then be tested as follows: VI=Relevant Items/Total Number of
Items. According to Fisher (2004), for a research instrument to be valid, the CVI should be more
than or equal to 0.7.

3.5.3 Reliability of the Instruments

Reliability of the research instrument is its level of internal consistency over time. According to
Cooper & Schindler (2006) reliability of measurement concerns the degree to which a particular
measuring procedure gives similar results over a number of repeated trials. Therefore, a reliable
tool is the one that produces the expected results constantly when more than once used to collect
data from the same population. A pilot test using a split-half method will improve the reliability
of the instrument. The split-half method is preferred because it is straight forward and easy to
use. The method is also time and cost effective because it makes it possible to create two tests
using a single test eliminating the need for multiple administrations. The Cronbach Alpha
coefficient will be computed and will indicate how well the items in a set are positively
correlated with another. Cronbach Alpha is computed in terms of the average inter-correlations
among the items measuring the concept. The closer the Cronbach’s Alpha is to 1, the higher the
internal consistency. A higher value shows a more reliable generated scale. Cooper and
Schindler (2008) have indicated 0.7 to be an acceptable reliability coefficient. The Alpha test
will be run using SPSS software aiming at realizing a score of above 0.7 which will confirm that
the instrument is consistent and reliable.

3.6 Data Collection Procedure

All respondents to the analysis will be assessed by the researcher individually. Complete care
and monitoring will be employed to ensure that all questionnaires issued to interviewees are

41
received via a questionnaire register that clearly states which questionnaires were sent and
received. A drop and later pick method will be used to administer the questionnaires.

3.7 Data Processing and Analysis

For accuracy, usefulness and completeness, the data collected will be edited. A descriptive
statistics methodology will analyze quantitative data that is used by SPSS version 23 data
analysis tool. Descriptive statistics and inferential statistics will be the statistics produced. The
specific descriptive statistics will include frequencies, means, and standard deviations, and will
be presented in the form of frequency tables and a multiple linear regression model will therefore
be provided as inferential statistics. The multiple linear regression model will be used to
calculate the relationship between the independent variables and the dependent variable. The
regression model helps to explain the extent and direction of relationship between study
variables, using coefficients such as correlation, coefficient of determination and significance
level. The multi- linear regression model is as shown;
Y=α0+β1X1+β2X2+β3X3+β4X4+ e
Where,
Y=Project Implementation (Dependent variable)
α0= Constant
B= Regression coefficient
X1=Procurement Practices
X2=Availability of Resources
X3= Project Implementation Team Competency
X4= Stakeholders Participation
e= margin of error
The qualitative data collected will be analyzed through content analysis where a thematic
framework will be developed.

3.8 Ethical Considerations

After a letter from the University of Nairobi, the researcher will first seek permission to conduct
the research by the NACOSTI. The researcher is also to explain the study and ensure that all
obtained information is confidential for the purposes of the report. This will also be made clear

42
that participation will be voluntary and that during the course of research the respondents will
decline or retire at any time. Also, respondents will not be obliged to take part in the study. The
researcher will maintain objectivity in order to limit influencing the research findings with
policies of his organization. All material references in the study will be acknowledged.

3.9 Operational Definition of Variables

An operational definition specifies precisely how a concept will be measured and therefore the

purpose of operationalizing or operationally defining a concept is to make it measurable.

Table 3.3 describes the variables that will be used as indicators in the study and the

corresponding measurement scales.

Table 3. 3: Operationalization of Variables

Objective Variable Indicator Measurement Data Analysis Tools
Scale
1.To establish how Procurement -Procurement Interval -Frequency
procurement practices practices planning -Mean
-Procurement -Standard Deviation
determine
methods -Spearman Correlation
implementation of -Pricing terms
roads infrastructure -Contract
projects in Laikipia management
County, Kenya
2.To find out how Availability of -Timely payment Ordinal -Mode
availability of resources resources - Fund allocation -Median
determine -Contractor’s
credit access
implementation of roads
-Resource
infrastructure projects in planning
Laikipia County, -Staffing
Kenya
3. To establish how project Project -Decision Interval - Frequency
management team management team making -Mean
competency determine competency capabilities -Standard Deviation
implementation of roads -Technical Skills -Spearman Correlation
infrastructure projects in - Experience
Laikipia County, - Knowledge
Kenya
- Frequency of
training

4. To examine how Stakeholders -Engagement Interval Frequency

43
 stakeholders participation initiatives -Mean
participation determine -Ownership -Standard Deviation
implementation of roads -Problem solving -Spearman Correlation
infrastructure projects in
Laikipia County,
Kenya Kenya

4.0 REFERENCES

Abdullah, M. R., Aftab, H. M., Azis, A. A., &Rahman, I.A. (2010). Factors affecting
construction cost performance in project management projects: case of Mara large
projects, University of Hussein, Malaysia.
Abdul-Rahman Y, The Art of Islamic Finance and Banking: Tools and Techniques for
Community-Based Banking (John Wiley & Sons, Inc 2010)
Adhiambo, O. (2007) Poverty Reduction Strategy Annual Progress Report. IMF Country Report
No. 07/158
African Development Bank (2015) “African Telecom Infrastructure Investment Needs, Draft
Report
Akintoye , A., Edwards, P. J. & Hardcastle, C., 2005. Critical Success Factors for PPP/PFI
Projects in the UK Construction Industry. Construction Management and Economics,
23(5), pp.459-71. doi: http://dx.doi.org/10.1080/01446190500041537 Beck
Alinaitwe, H.M. (2008). Improvement of labor performance and productivity in
Uganda's building industry. PhD diss. Lund University
Amit, R. and Shoemaker, P.J. 1993. ‘Strategic assets and organizational rent’. Strategic
Management Journal, 14: 33-36.
Anderson, D & Anderson, L. (2009), ‘Conscious change leadership: Achieving breakthrough
results’, Leader to Leader, vol. 62, pp. 51-59
Ballesteros-Pérez, P.; González-Cruz, M. C.; PastorFerrando, J. P.; Fernández-Diego, M. 2012a.
The iso-Score Curve Graph. A new tool for competitive bidding, Automation in
Construction 22(1): 481–490.
Baloyi, L., &Bekker, M. (2010). Causes of construction cost and time overruns: The 2010 FIFA
World Cup stadia in South Africa.
Barney, J. B. (2011). Gaining and sustaining competitive advantage (4th ed.). Upper Saddle

44
Beringer, C., (2013). Behavior of internal stakeholders in project portfolio management and its
impact on success. International Journal of Project Management, 31(6),
Body, D. (2009), Why Good Projects Fail Anyway: Building and Leading the Team, Upper
Saddle River, New Jersey, Prentice Hall
Burgess, R., Jedwab, R., Miguel, E., Morjaria, A., & others. (2013). The Value of Democracy:
Evidence from Road Building in Kenya. National Bureau of Economic Research.
Retrieved from http://www.nber.org/papers/w19398
Chai, S.C., Yusof A.M. (2013) Reclassifying Housing Delivery Delay Classification.
International Journal of Business Management, Vol. 8, No. 22, pp. 107-117.
Chambers, R. (2010). Rural appraisal: rapid, relaxed and Participatory, IDS Discussion
paper No. 331. Institute of Development Studies, U.K.
Chan, P.L. (2004). Critical success factors for delivering healthcare projects in Hong Kong.
Hong Kong: Ann Arbor.
Chan, D.W.M & Kumaraswamy, M.M. (2011) ‘A Comparative Study of Causes of Time
Overruns in Hong Kong Construction Projects’, International Journal of Project
Management Vol. 15, No. 1, pp. 55-63.
Chen, D. & Cruz, P. (2012). Performance of transport infrastructure. J. Perform. Constr. Facil.,
26(2): 136-137
Chikati, J. (2009), Project Cycle Management, ‘An Integrated Approach and Logical
Framework’.
Chism, N., Armstrong, G. (2010). Project delivery strategy: getting it right. KPMG International,
pp.1-24.
Cleaver, F., 2009. Water Governance and poverty what works for the poor. Bradford Centre for
International Development, UK.
Cooper, S. (2011). ‘Corporate social reporting and stakeholder accountability: the missing link.’
Accounting, Organizations and Society, 32, 649-667.
Cooper, D., & Schindler, P. S. (2011). Business research methods (8th ed). New Delhi: Tata:
McGraw-Hill Publishing Company. India.
Cox, A., & Thompson, I. (1997). Fit for purpose. Contractual Relations: Determining a
Theoretical Framework for Construction Projects. European Journal of Purchasing &
Supply Management, 3, 127-135.

45
Dvir, D., Sadeh, A., Malach-Pines, A. (2006). Projects and project managers: the relationship
between project managers' personality, project types, and project success, Project
Management Journal, 37(5), 36-48.
Ebinger, J. O. &Vandycke, N. (2015). Moving Toward Climate-Resilient Transport the World
Bank’s Experience from Building Adaptation into Programs.
http://documents.worldbank.org/curated/en/177051467994683721/pdf/102406- -Moving-
toward-climage-resilient-transport.pdf Accessed 29 February 2020
El Wardani, M. A., Messner, J. I., & Horman, M. J. (2006). Comparing procurement methods for
design-build projects. Journal of construction engineering and management, 132(3), 230-
238.
European Commission DG XVI (2012), ‘Understanding and Monitoring the Cost-Determining
Factors of Infrastructure Projects’, A User’s Guide, Brussels
Fapohunda, J.A, Stephenson, P. (2010). Optimal construction resources utilization: Reflections
of site managers‟ attributes. Pacific Journal of Science and Technology. Vol. 11, NO. 2,
pp. 353-365.
Friedrich, E. & Timol, S. (2011). Climate change and urban road transport: A South African case
study of vulnerability due to sea level rise. Journal of the South African Institution of
Civil Engineering, 53(2):14-22.
Frimpong, Y, Oluwoye, J & Crawford, L (2003) Causes of delay and cost overruns in 1156
construction of groundwater projects in a developing countries: Ghana as a case study.
Journal of Project Management, 21, 321-6.
Ganuza, J. (2007). Competition and cost overruns in Procurement: International Journal of
Industrial Organization, Vol. 55(4), 633-660.
Ghapanchi, A., Wohlin, C., & Aurum, A. (2014). Resources contributing to gaining competitive
advantage for open source software projects: An application of resource-based theory.
International Journal of Project Management, 32(1), 139-152.
Hagerman, E. (2012). Challenges to regional infrastructure development. Development Bank of
SouthernAfrica(DBSA).https://www.tips.org.za/files/report_on_regional_infrastructure_d
evelopment_in_africa_tips__ellen_hagerman.pdf Accessed 29 February 2020
Hodge, B.& Greeve, H. (2011). Managing Project Teams in Firms undertaking
Complex Projects. Review of Human Resource Studies J 0, 66J -69J.

46
Holland. K. S., Light. B., (1999) “Enterprise Resource planning: A Business Approach to
Systems Development”, In Proceedings of AMCIS, Milwaukee, WI, USA, 13-15.
Hussin, A.A., & Omran, A. (2012). Implication of non-completion projects in Malaysia. ACTA
Technica CorviniensisBulletin of Engineering, University Polytehnica Timisoara.
Romania.
IFAD (2012), IFAD Partnership Strategy, International Fund for Agricultural Development,
Rome, Italy
Jang, W. (2014). Identifying the strengths, weaknesses, opportunities and threats to TOT and
divestiture business models in China’s water market. International Journal of Project
Management, 32(2), 298
Jiang, J. J., & Klien, G. (2002). "Pre-project partnering impact on an information system project,
project team and project manager." European Journal of Information Systems 11: 86-97.
Kagiri, D., & Wainaina, G. (2009). Time and Cost Overruns in Power Projects in Kenya: A Case
Study of Kenya Electricity Generating Company Limited, Nairobi.
Kaming, P.F; Olomolaiye, P.O. Holt, G.D and Harris, F.C. (2012) Factors Influencing
Construction Time and Cost Overruns on High-Rise Projects in Indonesia. Construction
Management and Economics, 15, 83-94.
Kamotho, J.M. (2014). Factors Influencing Project Completion In The Housing Construction
Industry, Nairobi County. MA Thesis, University of Nairobi, Kenya.
Kariungi, S.M., (2014). Determinants of timely completion of projects in Kenya: A Case of
Kenya Power and Lighting Company, Thika. ABC Journal of Advanced Research,
Volume 3, No 2
Kasomo D. (2006): Research Methods in Humanities and Education. Zapf Chancery Eldoret,
Kenya
Kemp, R. L. (2005). America on the Road to Ruin? Public Works Management & Policy 10
no. 1: 77-82.
Kenig, M. A., Allison, M., Black, B., Burdi, L., Colella, C., Davis, H.,Williams, L.
(2010).Integrated Project Delivery For Public and Private Owners. Washington DC:
Authors
Kenny, C. (2007) Construction, Corruption, and Developing Countries, World Bank
Kenya National Bureau of Statistics. (2014). Economic Survey 2013. Nairobi: Government

47
 Printers. The Kenya Roads Act. (2007).
Kerry SM, & Bland JM (1998). The intracluster correlation coefficient in cluster
randomization. BMJ 316:1455.
Kloosterman, V. (2014) Stakeholder mapping and management. Project Management
Essentials
Kothari, C.R., (2004) Research methodology: methods and techniques (2ed.): New Delhi New
Age International (P) Ltd
KPMG-PMI (2014), “Study on project schedule and cost overruns” Expedite infrastructure
projects”. Report prepared by Project Management Institute (PMI) and KPMG
KRB (2017) ‘Annual Report and Financial Statements for the Year Ended 30th June 2017.’
Kenya Roads Board. Kenya Roads Board. Available online: www.krb.go.ke/our-
downloads/Annual%20Report%202017 pdf
Lam, S. Y. W, & Tang, C. H. W. (2009). Motivation of survey employees in construction
projects. Journal of Geospatial Engineering, Vol. 5, No.1, pp..61-66.
Lavasseur, D. (2010). Organization structure and project management, (9th Edition). Gower
Publishing Ltd.
Lavasser, H. (2010). Managing project teams in a successful way. McGraw-Hill,
New York.
Leesard, R., (2011) Strategic management of large engineering projects: Shaping Journal of
knowledge management, 4(3), 195-203
Leng Xha, (2014). Effects of Failure to Supervise Project Activities. International Journal of
Project Management, vol. 12, pp. 94-106.
Lewis, J. (2007). Mastering project management: Applying advanced concepts to systems
thinking, control & evaluation, resource allocation. McGraw Hill Professional
Lockett, A., Thompson, S. & Morgenstern, U. (2009), “The development of the resource based
view of the firm: a critical appraisal”, International Journal of Management Reviews,
Vol. 11 No. 1, pp. 9-28.
Macharia, S. &Ngugi, K. (2014). Determinants of successful completion of Power projects in
Kenya Power and Lighting Company. International Journal of Social Sciences and
Entrepreneurship, 1 (12), 570-580.
Maduagwu, L. (2009). The impact of management on the sustainability of

48
 community development projects in Mutale Local Municipality, Limpopo Province.
Maina, B. M. (2013). Influence of stakeholders’ participation on the success of the economic
stimulus programme: A case of education projects in Nakuru County, Kenya.
Mansuri, G., & Rao, V. (2011). Localizing development: Does Participation Work?
Washington D.C: The World Bank.
Marasini, R., & Dawood, N., (2006) Innovative managerial control system (IMCS): a Market
Research: An International Journal, 3(2): 82-89, MCB UP
Martin, V., Paul, N.& David, R. (2008). Prioritizing Road Infrastructure Project Risks;
LattimerTrend Company, UK.
McCarthy, S.C., & Tiong, R.L.K. (1991). Financial and Contractual Aspects of Build-Operate-
Transfer Projects. International Journal of Project Management. 9(4), pp.222-227.
McManus, J. (2004). A Stakeholder Perspective in Software Project Management.
Management Services, 48(5), 8-12.
McMiniminee, J.C, Shaftlin, S, Warne, T.R., Detmer, S.S., Lester, M.C., Mroczsca G.F., Yew,
C. (2010). Best Practices in Project Management project delivery. Scan Management
Aroraand Associates, P.C. Washington DC.
Memon,A.H. (2013). Contractor Perspective on Time Overrun Factors in Malaysian
Construction Projects. International Journal of science, Environment and technology,
3(3), 1184-1192.
Ministry of Roads. (2013). Road Sector Investment Programme 2010-2024, Republic of
Kenya. Government Printer
Montgomery, (2003), Cities Transformed: Demographic Change and its Implications in the
Developing World, National Academy Press, Washington DC, 552 page
Mosse D (2011) Is good policy unimplementable? Reflections on the ethnography of aid policy
and practice. Development and Change 35(4): 639–671.
Mugenda, O., & Mugenda, A.G. (2003): revised. Research Methods; Quantitative Qualitative
Approaches: ACTS Press, Nairobi.
Müller, R., & Jugdev, K. (2012). Critical success factors in projects Pinto, Slevin, and Prescott –
the elucidation of project success. International Journal of Managing Projects In
Business, 5(4), 757-775

49
Mulwa, F. (2008). Participatory Monitoring and Evaluation of Community projects, Paulines
Publications Africa, Nairobi, Kenya
Muriithi, S.K. (2014). Determinants of Timely Completion of Projects in Kenya: A Case of
Kenya Power and Lighting Company, Thika. ABC Journal of Advanced Research, 3(2),
9-20.
Murray, M.D., Tookey, J.E., Langford, D.A, Hard castle, C. (2002), ―Construction
Procurement Systems: Don‘t Forget Murphy‘s Law‖, Paper submitted at the International
Symposium of the Working Committee, CIB W92 (Procurement Systems).
Nderitu, W. (2013). Road Infrastructure and Economic Growth in Kenya, Unpublished MAE
Project, University of Nairobi
Nduko Fred Nyasetia, Mbabazize Mbabazi, Shukla Jaya and Ndirangu Wanderi Ephantus
(2016). Institutional factors influencing timely completion of road projects in rwanda:
case of government externally financed projects. European Journal of Business and
Social Sciences, Vol. 5, No. 01, April 2016. P.P. 146 – 159.
Nijkamp, P., Van der Burch, M. and Vidigni, G. (2002), “A comparative institutional evaluation
of public private partnerships in Dutch urban land-use and revitalization projects”, Urban
Studies, Vol. 39 No. 10, pp. 1865-80.
Nyamwaro, E. M. (2011). Analysis of Challenges Facing Project Implementation: A Case Study
of Ministry of Roads Projects. Unpublished MBA project. University of Nairobi
Oakley, P. (2013). Projects with people: The practice of participation in rural development.
Geneva: International Labour Office
Olatunji, A. A. (2010). Influences on construction project delivery time. (PhD. thesis). Nelson
Mandela Metropolitan University, Eastern Cape, South Africa.
Ombaka, E. (2009). Management of Medicines Procurement in Developing Countries. Accessed
online at http://health-care-procurement.com/content/pdf/1689-2231
Omoregie,A & Radford, D. (2006). Infrastructure delays and cost escalation: causes and effects
in Nigeria. School of Architecture, De Montfort University, Leicester, England.
Omran, A., Abdalrahman, S., Pakir, A.H.K. (2012). Project Performance in Sudan Construction
Industry:A Case Study, Academic Research Journals (India) , Vol. 1, No. 1 pp. 55- 78

50
Ondari, P. O., & Gekara, J. M. (2013). Factors Influencing successful completion of Roads
Projects in Kenya. International Journal of Social Sciences and Entrepreneurship, 1(6),
26 - 48.
Orodho J.A. (2002) Techniques of Writing Research Proposals and Reports in Education, Mazda
Publishers
Patton, M. Q. (2008). Utilization-focused evaluation (4th ed.). Thousand Oaks, CA: Sage.
Penrose, E.T. (1959). The Growth of the Firm. Wiley: NewYork
Peterson, D. K. (2003). Perceptions on IS risks and failure types: a comparison of designers from
the United States, Japan and Korea. J. Global Inform. Manag. 11, 2, 19–38.
Project Management Institute (2013). Project Management Body of Knowledge. Project
Management Institute, 5th ed.
Purvis, R. L.; Zagenczik, T. J.; Mcgray, G. E. (2014). What’s in it for me? Using expectancy
theory and climate to explain stakeholder participation, its direction and intensity.
International Journal of Project Management, 34 (5), 432-444.
Raj, B. V. A., & Kothai, P. S. (2014). Improving the labour productivity through other resources
in construction field. International Journal of Engineering Research and General
Science, 2(2), 205-213.
Ramabodu, M.S., & Verster, J.J.P. (2010). Factors Contributing to Cost Overruns of
Construction Projects. In the Proceeding of ASOCSA 5th Built Environment Conference,
Durban South Africa.
Republic of Kenya (2008). First medium term plan 2008-2012. A globally competitive and
prosperous Kenya. Nairobi: Government Printer
Republic of Kenya (2012); The Housing Act, Chapter 117. Government Printers, Nairobi.
Republic of Kenya (2013). Second medium term plan 2013-2017. Transforming Kenya:
Pathway to devolution, social economic development, Equity and National Unity.
Nairobi: Government Printer
Reschke, H., & Schelle, H., (2010). Dimensions of Project Management – Fundamentals,
techniques, Organization, Application, Springer-Verlag Berlin, Heidelberg, Germany
Retrieved: 2007-11-11
Rosario, J. G., 2000, ‘On the leading edge: critical success factors in ERP implementation
projects’. Business World, 17: 15–29.

51
Sambasivan, M. and Soon, Y.W. (2007) ‘Causes and effects of delays in Malaysian construction
industry’, International Journal of Project Management, 25 (5), 517-526
Saunders, M., Lewis, P., ThornHill , A. (2007), Research Methods for Business Students , 4th
Edition, Pearson Education Ltd, Harlow England.
Sheehan, H. & Toss, P. (2007). The RBV in a learning organization. Journal of management 27
(6).610-641.
Standish Group. 2009. CHAOS Report 2009 --Surprising New Results Announced. The Standish
Group International Inc. Boston MA.
Stewart, J. (2003). Project Management Failure Statistics. Retrieved from
https://www.teamgantt.com/
Sumner, M. (1999) “Critical Success Factors in Enterprise Wide Information Management
Systems Projects.” Proceedings of the Americans Conference on Information Systems
(AMICS).
Sunderland, J. (2012). Developing project competence: Empirical Regularities in Competitive
Project Operations. International journal of innovation Management 9(4), 451-480.
Toor, S. & Ogunlana, S (2009) "Construction professionals' perception of critical success

factors for large-scale construction projects", Construction Innovation: Information,

Process, Management, Vol. 9 Iss: 2, pp.149

United Nations (2015). Financing Sustainable Transport. Position Paper. Position

Paper. https://sustainabledevelopment.un.org/content/documents/7618AdvisoryGroupTra
nsport.pdf Accessed 29 March 2019.
Vandevoorde, S., & Vanhoucke, M. (2006). A comparison of different project duration
forecasting methods using earned value metrics. International journal of project
management, 24(4), 289-302.
Vilana, M. (2014). Department of Transport Presentation to the Gauteng toll review panel.
Republic of South Africahttps://www.nra.co.za/content/DOT_Presentation_to_Gauteng_
eToll_Review_Panel_Final_Version.pdf Accessed 28 June 2016
Wambui David Ndiang‘ui, Ombui Kepha & Kagiri Assumptah (2015). Factors Affecting
Completion of Road Construction Projects in Nairobi City County: Case Study of Kenya

52
 Urban Roads Authority (KURA); International Journal of Scientific and Research
Publications, Volume 5, Issue 11, 525 ISSN 2250-3153 www.ijsrp.org
Wambugu, D. M. (2013). Determinant of successful completion of rural electrification projects
in Kenya: A case study of Rural Electrification Authority. International Journal of Social
Sciences and Entrepreneurship. Vol.1, Issue 2, 2013, 1 (2), pp.549-56.
Wang, S., Tang, W., & Li, Y. (2013). Relationship between Owners' Capabilities and Project
Performance on Development of Hydropower Projects in China. Journal of Construction
Engineering & Management, 139(9), 1168-1178
Wanjau, B.N. (2015). Factors influencing completion of building projects in Kenya, Ministry of
Land, Housing and Urban Development, Nairobi County. MA Thesis, University of
Nairobi, Kenya
Wanyonyi, J.M. (1998). Rainwater Harvesting Possibilities and Challenges in Kenya, Kenya
Rainwater Association, (KRA), Nairobi, Kenya
Ward, J., Daniel, E., & Peppard, J., 2008. Building better business cases for it investments. MIS
Q. Exec. 7 (1), 1–15.
Wardani, M., Messner, J. & Horman, M. (2006) Comparing Procurement Methods for Design-
Build Projects. Journal of Construction Engineering and Management, 132 (3), 230-238.
Wasike, S. K.(2001), Road Infrastructure Policies in Kenya: Historical Trends and Current Challenges
Issue 1 of KIPPRA working paper
Wayne, A. & Wittig, A. (2007) Public Procurement and the Development Agenda. World Trade
Organization. International Trade Centre. [Online]. Available at: http://www.intracen.org
[Accessed, 17/04/2020]
Wee, S. (2000),” Juggling toward ERP success: Keep key success factors high”, ERP News,
February, available http://www.erpnews.com/erpnews/erp904/02get.html
Wernerfelt, B. (2011), The use of resources in resource acquisitions. Journal of Management,
37(5), 1369-1373.
William, M., S. (2014). Strategy Implementation at Kenya Maritime Authority.
(Unpublished MBA Project). University of Nairobi, Kenya
World Bank (2017). Why We Need to Close the Infrastructure Gap in Sub-Saharan Africa

http://www.worldbank.org/en/region/afr/publication/why-we-need-to-close-the-

infrastructure-gap-insub-saharan-africa Accessed 29 December 2018

53
WEF (World Economic Forum) (2010). Global Competitiveness Report 2010-2012.

World Health Organization (2012). Optimizing health worker roles to improve access to key

maternal and newborn health interventions through task shifting. Geneva, Switzerland:

WHO Press; 2012.

APPENDICES

Appendix I : Letter of Introduction

I am Alex Maina Kiai Reg. No. L50/22173/2019 a student of University of Nairobi undertaking
a Master of Arts in Project Planning and Management. I am carrying out a research study on
socio-economic factors that influence implementation of roads projects in urban areas. I humbly
request that you kindly participate in this study by filling in the attached Questionnaire
appropriately. The information obtained will be purely for the research study.
Kindly answer all the questions as instructed and do not indicate your name on the questionnaire.

Yours Sincerely.

Alex Maina Kiai

54
 Appendix 11: Questionnaire

Instructions: Please give your honest opinion. Your contribution towards this study will highly
be appreciated. All your responses will be handled in confidence.
Please tick (√) in the space provided and fill in the blank spaces appropriately.
A. General Information
1. Gender: Male ( ) Female ( )
2. Age: 18-30yrs ( ) 31-40yrs ( ) 41-50yrs ( ) 51-60yrs ( ) 61-70yrs ( ) Over 70yrs ( )
3. Type of occupation_______________________
4. Level of education:
Secondary ( ) Vocational Training ( ) Diploma ( ) Degree ( ) Masters ( ) Others ( )
SECTION B: Project Implementation
5. In this section please tic √) indicating your level of agreement with the following statements
relating to project implementation. Key Use a scale of 1-5, where (1= strongly disagree, 2=
disagree, 3=Uncertain ,4= Agree, and 5= strongly Agree) In your opinion, how would you rank
the following factors as relating to the project?
Statement SD=1 D=2 U=3 A=4 SA=5
The Project duration and planning determines the success
of implementation in KURA
The amount of money used in a project determines the
success of project implementation in KURA
Customers are satisfied by properly implemented projects
Strategy monitoring in KURA creates success of project
implementation
Accountability of project resources in KURA ensures
success of implementation

55
 SECTION C: Procurement Practices
6.To what extent does procurement planning determine road construction project implementation
in Laikipia County, Kenya?
Very great extent ( )
Great extent ( )
Moderate extent ( )
No extent ( )
7.In this section please tic √) indicating your level of agreement with the following statements
relating to procurement planning. Key Use a scale of 1-5, where (1= strongly disagree, 2=
disagree, 3=Uncertain ,4= Agree, and 5= strongly Agree) In your opinion, how would you rank
the following factors as relating to the project?

Statement SD=1 D=2 U=3 A=4 SA=5

Competitive procurement process (enough potential
bidders in process) in KURA
The choice of a procurement method is dictated by the
estimated cost in KURA
A procuring entity is engaged in procurement by means of
restricted tendering in KURA
A procuring entity is engaged in procurement in KURA if
works or services to be procured are satisfied

8. In what other ways does choice of procurement procedure determine road construction project
implementation in Laikipia County, Kenya?
…………………………………………………………………………………………

SECTION D: Availability of Resources

10. Indicate the extent to which do you agree with the following statements in relation to
availability of resources in the Laikipia County. Use a scale of: SD-Strongly Disagree, D-
Disagree, U- Uncertain, A-Agree, SA- Strongly Agree
Statement SD=1 D=2 U=3 A=4 SA=5
The project managers ensure the quantities and the
schedule of the resources is directly linked to the budget

56
The project management team does the realistic planning
of the project funds
Difficulties in accessing credit (contractor and sub-
contractor) has led to project delays
Project staffing is based on the knowledge and skills of the
individual teams
Client’s delay in honoring timely payments certificates has
led to project delays

Inflation in material prices has led to increase in

construction costs thus affecting implementation of road
projects
Insufficient supply of labor (skilled and unskilled) in arid
and semi-arid areas has led to delays and increase in road
construction costs
Unavailability of better quality material in arid and semi-
arid areas led to poor project performance

SECTION E: Project Management Implementation Team Competency

10. Indicate the extent to which do you agree with the following statements in relation to Project
Management Implementation Team Competency in the Laikipia County. Use a scale of: SD-
Strongly Disagree, D- Disagree, U- Uncertain, A-Agree, SA- Strongly Agree
Statement SD=1 D=2 U=3 A=4 SA=5
Implementation team have relevant experience in the
implementation of projects
Implementation team experience influences the
implementation projects
Evaluation procedures experience held by the
implementation team influences the implementation
projects
Projects in the region have been delayed due to ineffective
monitoring
Poor decisions making from the implementation team has
led to delayed projects
Implementation team communicate effectively with other
stakeholders

SECTION F: Stakeholder’s Participation

11.In the coming sections, you have been given statements with regard to your level of
participation in the projects implemented by Plan. Kindly pick a response that truly reflects on

57
 your opinion.1 1= strongly disagree, 2= disagree, 3=Uncertain ,4= Agree, and 5= strongly
Agree)
Statement SD=1 D=2 U=3 A=4 SA=5
KURA do not give us an opportunity to give our opinion
on projects implementation
Our interaction with KURA is often engaging and
collaborative
Contract monitoring and evaluation system ensure that the
objectives of a contract are accomplished in KURA
Users involvement enhances transparency and
accountability in KURA projects
Stakeholder involvement encourages ownership of the
project activities
Compensation and resettlement disputes (Legal disputes)
has led to project delay and increase in delays in road
construction implementation

NOTE: THE INFORMATION PROVIDED WILL BE TREATED WITH OUTMOST

CONFIDENTIALITY.
THANK YOU

58
Appendix III: Budget

COST TOTAL COST IN

ITEM /UNIT UNITS KSH

Travel for support by Supervisor 1,000.00 5 5,000.00

Project proposal development 6,000.00 1 6,000.00

Literature Review 2,000.00 1 2,000.00

Testing reliability of the research tools 3,000.00 1 3,000.00

Analysis of the test data on the tested tools 2,000.00 1 2,000.00

Proposal defense 2,000.00 1 1,000.00

Stakeholder's involvement /Authorization 5,000.00 1 5,000.00

Data collection(2 research assistants to be
engaged in a period of 1 week) 5,000.00 2 10,000.00

Transport for research assistants 1,000.00 10 10,000.00

10,000.0
Data entry ,analysis and reporting 0 1 10,000.00

Printing of the project report 5,000.00 1 5,000.00

Project defense 2,000.00 1 2,000.00

10,000.0
Publishing of the Project report 0 1 10,000.00
71000
Total    

59
Appendix IV: Work Plan

ACTIVITY J F M A M J J A S Comments
Formulation of project x
concept.
Conducting literature x Literature review
review on the project presented and discussed
idea with supervisors.
Development and x Checked by supervisors.
consolidation of the
research proposal
Development of x Reviewed and agreed
interview schedules and upon.
questionnaires
Testing reliability of x
tools
Proposal Defense x And inputting comments
within a span of 2 weeks
Data Collection x
Data entry and x
Analysis
Project Defense x
Publishing of the x
research findings

60