| dc.description.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 | en |
