Construction Site Management and its Influence on Project Implementation in Nairobi County
Bonface Maturi Nyabioge1, Stephen Diang’a2, Abednego Gwaya3
1Mr. Bonface Maturi Nyabioge, Student, Masters in Construction Project Management, Jomo Kenyatta University of Agriculture and Technology (JKUAT), Nairobi, Kenya.
2Prof. Stephen Diang’a, Department of Construction Management, School of Architecture and Building Sciences (SABS), Jomo Kenyatta University of Agriculture and Technology (JKUAT), Nairobi, Kenya.
3Dr. Abednego Gwaya, Department of Construction Management, School of Architecture and Building Sciences (SABS), Jomo Kenyatta University of Agriculture and Technology (JKUAT), Nairobi, Kenya.
Manuscript received on April 12, 2018. | Revised Manuscript received on April 14, 2018. | Manuscript published on July 30, 2018. | PP: 7-12 | Volume-8 Issue-2, May 2018. | Retrieval Number: B3129058218/2018©BEIESP
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© The Authors. Published By: Blue Eyes Intelligence Engineering and Sciences Publication (BEIESP). This is an open access article under the CC BY-NC-ND license (http://creativecommons.org/licenses/by-nc-nd/4.0/)
Abstract: Construction site management has become more complex than ever since a number of resource flows (operatives, information, finance as well as materials) have to converge simultaneously at the workface in order to ensure successful completion of construction projects. This research sought to assess the impact of site management factors on projects implementation in Nairobi County. The selected site management aspects that were investigated in relation to project implementation included; material management, labor management, health and safety management, commercial/cost management and information management.The study utilized a survey research design and the target population was made up of commercial/ mixed urban development buildings (only projects worth more than Kenya shillings 100 million were considered) under construction in Westlands constituency. A sample of 40 projects were picked randomly and questionnaires were administered to construction project managers. The survey achieved a 68% rate of return of questionnaires. Data analysis involved cleaning, sorting and coding of raw data collected from the field and processing for purposes of interpretation by use of R software version 3.4.3. The data analysis procedures adopted used both descriptive and inferential statistical methods and the results were presented in form of statistical equation models, tables, charts and graphs in a simple and comprehensive manner. The results indicated that, the selected site management factors contribute significantly to the prediction of successful project implementation. This findings were justified by the following statement; proper health and safety management had the greatest impact on probability of successful project implementation with a probability of 99.4%, cost management had a probability of 97.4% while labour management had a probability of 83.9%. The second highest probability of successful project implementation was material management with 98.9% while information management had a probability of project success of 93.6%. Finally, a well-defined site management system was suggested to aid construction project managers in achieving control over the flow of basic resources (personnel, finance and materials) and processes, eased information exchange and increased customer and stakeholder satisfaction (as a result of meeting the project objectives).
Keywords: Construction Site Management, Project Management, Project Implementation.