An Analysis of the Causes of Failures in the Implementation of Projects in Kenya

Abstract

Project implementation is the actualization of the sequences of activities that are designed to achieve the aims of the project. It is the phase in which the project deliverables are physically built and delivered to the customer. When the implemented project does not operate or deliver within the specified parameters, failure is said to occur within the system. This paper investigates the causes of failure in the implementation of health, roads and power projects in three planning regions within the Republic of Kenya. Data collected from the field related to starting and completion due dates, levels of resource utilization, stakeholder participation, level of financial and physical implementation, authority hierarchy, causes of failure and possible solutions to the observed causes of failure. The study found that only 20.8 per cent of the projects were implemented on time and budget, while 79.2 per cent of all the projects exhibited some degree of failure. Further, the managerial positions of the implementing agents were found to be heavily overburdened by too many bureaucratic positions which do not enhance authority delegation. The major causes of failure were found to include insufficient implementing capacity, poor project management, weak project design and political interference. Solutions to the identified causes of failure include adaption of capacity enhancing practices and good governance principles