Investigating the Influence of Project Initiation Management on Performance of Mega-dam Projects: Empirical Evidence from Kenya

Abstract

Performance of large projects including mega-dams could be associated with strict adherence to project life cycle (PLC) phases while considering the risks such as displacement of people and natural ecosystem disturbance. Understanding these risks helps project managers and stakeholders make informed decisions thus creating a positive legacy for the project in the long run. The main objective of the research was to determine how project initiation management influences the performance of mega-dam projects in Kenya. This study was guided by positivist research philosophy. A descriptive cross-sectional survey research design was adopted. In this study, the unit of analysis was 18 mega-dam projects launched and completed across Kenya as listed under the Ministry of Water, Sanitation, and Irrigation (MoWSI) while the unit of observation was the respective three officials (project manager, project engineer, geospatial engineer) in the MoWSI. A Census of all mega-dams completed in Kenya was conducted. In addition, the study purposively interviewed 5 key stakeholders including the cabinet secretary, permanent secretary from the MWSI, donor, contractor, and one randomly selected beneficiary from the community with the target mega-dam. This formed a total sample size of 180 respondents. Primary data was collected using the semi-structured questionnaires as well as the Key Informant Interview (KII) guide. Quantitative and qualitative data from multiple sources and perspectives provided a more comprehensive and robust understanding. Pretesting was done by way of pilot testing to ascertain the validity and reliability of the tools. Descriptive and inferential statistics were used to summarize and describe the key characteristics of the data, as well as draw conclusions and make inferences. Correlation findings showed that project initiation management and performance of selected mega-dam projects in Kenya have a strong positive and significant relationship (r= 0.874, p<0.05). In addition, regression findings showed that one-unit rise in project initiation management corresponds to a 0.433 improvement in the performance of these mega-dam projects. Based on the findings, the study concluded that project initiation management positively and significantly influences the performance of selected mega-dam projects in Kenya. This study therefore recommends that project managers should give priority to project initiation management