Implementation Process of Project Control Systems and Performance of Rural Roads Construction Projects in Kenya: Role of Project Team Experience Diversity

Abstract

Project managers have always endeavoured to effectively implement project controls systems during execution of projects to enhance rates of projects successes. However lack of understanding of the role of diversity of experiences among the workforce has hindered the ultimate performance of the project control systems in influencing the performance of construction projects. This paper sought to establish the extent to which project team experience diversity influence on the relationship between implementation process of project control systems and performance of rural roads construction projects in Kenya. The study adopted the pragmatism paradigm and the correlational survey research design. Descriptive statistics were analysed using frequencies, percentages, arithmetic mean and standard deviation while inferential statistics were analysed using Pearson's Product Moment correlation (r), simple regression and stepwise regression (R 2 ). Ftest was used to test the hypotheses. Tests of statistical assumptions were carried out before analysis. The results indicated that with r= 0.533, R 2 = 0.284 F (1,195) = 77.208 at p=0.000<0.05, H0 was rejected and concluded that there was a significant relationship between implementation process of project control systems and performance of rural roads construction projects. However with r = 0.830, R 2 = 0.685, F(1,193) = 430.595, at p = 0.855>0.05, the null hypothesis was failed to be rejected and therefore concluded that the significant relationship between implementation process of project control European Scientific Journal October 2016 edition vol.12, No.29 ISSN: 1857 -7881 (Print) e -ISSN 1857 409 systems and performance of rural roads project does not depend on the interaction between implementation process of project control systems and project team experience diversity. It was therefore recommended that project team experience diversity among the professionals should be encouraged, communicated and shared for the common purpose of achieving high performance in projects.

Factor analysis of quality assurance practices in small and medium-sized road-construction projects: A South African perspective

“…In Factor 2: Level of skill acquisition and involvement of people (variables 6, 7, 8, 9, 12, 13, 14, and 15), the variables that scored high weights are Employees are responsible for pursuing quality improvements activities to road construction (0.931) and Employees are properly qualified to perform the work on the project (0.927). These findings are consistent with similar results obtained for qualityassurances practices incorporated in the construction SMEs such Mofokeng & Thwala (2012); Obare et al (2016). Van Wyk (2003 summarised that, while project success still depends on formal project-management systems (project planning, cost control, and so on) and the availability of skilled people, the key point is that team members need to work with each other in a supportive setting in order to achieve successful project outcomes (Arditi & Gunaydin, 1997;Aigbavboa & Thwala, 2014); this leads to an increased ability for the designer and client to develop a shared understanding (Nkomo, Desai & Peerbhay, 2016).…”

“…In Factor 1: Project planning, control and construction (variables 1, 5, 6, 7, 8, 9, 10, 12, and 13), the variables that had high loading are Evaluations are conducted during the construction stage of the project (0.916) and Evaluations during critical steps are conducted by experts/senior members of the team (0.902). Studies on qualityassurances practices incorporated in the construction SMEs show similarity to variables in Factor 1: afford directives about the usage of measurement tools for construction projects (Gardiner, 2005;CIDB, 2012;Aziz & Abdel-Hakam, 2016;George, 2016); enhance team work and better performance (Obare et al, 2016); enable the success of QA process implementation in the road-construction projects (Nyakala, 2017).…”

“…This encompasses, for example, preparation, monitoring and analysis, project review, and quality improvement programmes (Nyakala et al, 2017: 650). Quality training and project control systems are essential for innovation and for technology advancement, as well as for improving the standard of living (Obare et al, 2016). The implementation of project control systems perpetuates them as engines whereby the growth objectives of developing countries can be achieved (Ahadzie et al, 2008).…”

“…These findings concur with results from other studies on the implementation and importance of QAP. Involve employees responsible for performing the processes in the construction projects (Van Wyk, 2003;Fang & Wu, 2013); recognise and reward individual contributions to the process team (Bierman et al, 2013); improvement and development of formal meetings as communication systems help design team members (Obare et al, 2016), and enhance good project performance (Nyakala et al, 2017); improve and solve problems (Panuwatwanich & Nguyen, 2017).…”

Significant Factors Influencing Quality Assurance Practices in Small and Medium-Sized Construction Projects in South Africa

“…The encompasses, for example, preparation, monitoring and analysis, project review, and quality improvement programs (Nyakala et al, 2017:650). Quality training and project control systems are essential for innovation and for technology advancement, and a standard of living improvement (Obare et al, 2016). The implementation of project control systems perpetuates them as engines through which the growth objectives of developing countries can be achieved (Ahadzie et al, 2007).…”