Development of Appropriate Project Management Factors for the Construction Industry in Kenya
Abednego Oswald Gwaya1, Sylvester Munguti Masu2, Githae Wanyona3
1Gwaya Oswald Abednego, Lecturer- Construction Management, Jomo Kenyatta University of Agriculture and Technology (JKUAT) NAIROBI, KENYA.
2Sylvester Munguti Masu, Senior Lecturer- Real Estate and Construction Management, University of Nairobi (UON), NAIROBI, KENYA.
3Wanyona Githae, Senior Lecturer- Construction Management, Jomo Kenyatta University of Agriculture and Technology (JKUAT) NAIROBI, KENYA.
Manuscript received on February 27, 2014. | Revised Manuscript received on March 02, 2014. | Manuscript published on March 05, 2014. | PP: 70-76 | Volume-4 Issue-1, March 2014. | Retrieval Number: A2096034114/2014©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: The construction industry is a crucial sector for the growth of any economy. It is the sector involved with erection, repair and demolition of buildings and Civil Engineering structures in an economy (Hillebrandt, 2000). According to the Kenya National Bureau of statistics (KNBS; 2012) the construction industry contributed 3.8%, 4.1 %, 4.3% and 4.1 % towards Gross Domestic Product (GDP) for the years 2008, 2009, 2010 and 2011 respectively. This is an average of 4.1 % as compared to 10% for the developed economies (Hillebrandt, 2000). Project management was introduced as a solution to the perennial problems of cost, time and quality in execution of construction projects. But the much touted benefits are not always achieved leaving clients with a lot of disappointments. It can be argued that the traditional project management variables have been inadequate in the assessment and control of construction projects. This paper set out to develop the most appropriate project management variables for Kenya to enable achieve an efficient and effective construction industry. A survey approach covering a sample of 500 members; randomly selected from the population was utilized.
Keywords: Project Management Variables, Lagging Measures, Leading Measures, Project Success, Project Management Models.