Influence of Triple Constraint Management on Completion of Non-governmental Organizations Water Sanitation and Hygiene (Wash) Projects in Nakuru County, Kenya.
Abstract
The provision of Water, Sanitation and Hygiene (WASH) projects has been a major
concern globally. An estimate of 565 Million persons in Sub-Saharan Africa lack access
to sanitation, and a population of about 330 million people lack access to safe water.
There is a well proven link between poverty and sanitation, water and hygiene. Solving
these issues leads to better livelihoods and increased productivity. (UNICEF/WHO JMP
report 2010). The implementation of the WASH projects, however, has not matched the
concerns, which have affected programme effectiveness and stakeholders’ satisfaction.
Completion of projects is significantly impacted by the environment under which a
project operates. This research focuses on influence of triple constraints on completion of
projects implemented by Non-Governmental Organizations operating within Nakuru
County in Kenya. Triple constraint is a blend of three core elements in any project: scope,
schedule and cost. The Triple constraint is the what, when, and how of any project. The
Triple Constraint measures effectiveness of the Project Management model. The
constraints compete against each other in that an alteration of one causes an effect on the
other or both of the other constraints. All the three constraints must be balanced off
harmoniously to achieve a productive project completion. There has been a phenomenal
increase in demand for successful completion of projects across the globe. Despite the
growth in terms of conventional schools of thought and education on matters relating to
the professional management of projects, still evidence indicates that projects miss being
achieved within the stipulated scope, approved cost and within the agreed upon
timeframe during the conception of every project. The general objective of this study was
to examine influence of triple constraints based on project scope management on
completion of projects, project schedule management on completion of projects and also
project cost management on completion of projects. The study adopted the descriptive
survey design involving quantitative research methodology. A sample size of 78 was
obtained from a population comprising of 365 representing all project practitioners,
managers, and supervisors of various NGO projects in Nakuru County, Kenya through
simple random sampling technique. The research instrument used was the questionnaire,
data was analyzed using the SPSS version 20 software package, and reliability of
research instrument was established using the Cronbach’s alpha test. The relationship
between project scope management, project schedule management and project cost
management on completion of projects was established using Pearson’s correlation
coefficient. The study established that there is a significant relationship between the three
predictor variables, Project scope management, Project schedule management and Project
cost management all on completion of NGO projects in Nakuru County, Kenya. The
study suggests that further studies should explore the effects of management practices on
the triple constraint as a determining factor for projects’ completion, another suggestion
is to research on the influence of Monitoring and Evaluation of triple constraint activities
on improving performance of projects within the whole country. The study will serve as a
theoretical model for achieving desired projects completion in future projects.
Publisher
University of Nairobi
Rights
Attribution-NonCommercial-NoDerivs 3.0 United StatesUsage Rights
http://creativecommons.org/licenses/by-nc-nd/3.0/us/Collections
- Faculty of Education (FEd) [6011]
The following license files are associated with this item: