Influence of Stakeholders Involvement on Development Project Performance in Guinea

Magassouba, Sekou Marouf; Tambi, Abdul Malek Bin A.; Alkhlaifat, Baker; Abdullah, Abdul Aziz

doi:10.6007/ijarbss/v9-i1/5513

Cited by 12 publications

(20 citation statements)

References 9 publications

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“…In their submissions, however, they didn't provide a mechanism for handling grievances in the event they crystallised in the course of project implementation. Magassouba et al (2019) submitted that participation of stakeholders in project monitoring plays a huge role in ensuring quality outcomes. A robust monitoring and evaluation framework that will track implementation and review of planned projects at KPA is required (KPA, 2014;KPA, 2016;KPA, 2018).…”

Section: Statement Of the Problemmentioning

confidence: 99%

“…This reinforces the belief that any criteria possibly affecting a project in terms of social obligations and political interference are most likely to be of great importance to the Government and their consultants. Magassouba, Tambi, Alkhlaifat and Abdullah (2019) observe that stakeholder involvement in project identification, planning, implementation, and monitoring enhances project performance in Guinea and further state that the key project identification needed is an understanding of the project environment and ensuring that all necessary requirements and technical specifications are integrated into the project. Therefore, legitimate and valid stakeholders need to be identified and their power, proximity and influence understood to deal with their potential impact on the project.…”

Section: Introductionmentioning

confidence: 99%

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Stakeholder Involvement and Infrastructure Projects Implementation at Kenya Ports Authority

Kalu¹,

Rugami²

2021

jbmed

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This study sought to examine stakeholder involvement and implementation of infrastructure projects in Kenya Ports Authority. The specific objectives were to examine the influence of stakeholder empowerment, stakeholder communication and stakeholder grievance management on the implementation of infrastructure projects in Kenya Ports Authority. Implementation of projects at KPA has had challenges such as unmet timelines, cost overruns, scope variations and compensation demand by the local community. Theories that anchored this study are stakeholder theory, empowerment theory, game theory and communication theory. The study employed descriptive survey research design. The cadres of target population included persons in port electrical engineering, projects development and management, civil engineering, container operations, and conventional cargo operations departments totalling to 3,336 persons. The study used stratified sampling approach and the sample size was 358 persons. A structured questionnaire, containing close-ended questions was employed as the primary tool for data collection. Validity of the instruments was ensured using content validity, construct validity and face validity. Cronbach alpha coefficient test was used to test the reliability of the instrument. Microsoft Excel software and Statistical Package for Social Scientists software were used for data analysis. Multiple Regression analysis was used to determine the relationships and significance between independent and dependent variables. Tables and charts were used in the presentation of findings. The study established that stakeholder empowerment, communication and grievance management had a positive and significant effect on project implementation. This study concluded that stakeholder empowerment increases the ability and confidence of stakeholders to make choices and decisions. Effective communication helps the organization to build positive relationships with the project stakeholders whereas management of grievances provide a way to reduce projects’ risk, provide an effective avenue for expressing concerns and promote a mutually constructive relationship towards implementation of projects. The study recommended that stakeholders be empowered by allowing them to participate in decision making. Giving them more control over what happens in their work environment through control over work tasks, work pace and freedom from supervision. Project managers should establish regular communication with stakeholders and create a positive understanding to help build effective long-term relationships with key project stakeholders. The organization should adopt a structured mechanism for management of grievances that will be known to all employees.

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Section: Statement Of the Problemmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Stakeholder Involvement and Infrastructure Projects Implementation at Kenya Ports Authority

Kalu¹,

Rugami²

2021

jbmed

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“…As soon as the project began, stakeholders, the community, and the general public were consulted could deliberate the possibility of poor project performance. Similarly, Magassouba, Tambi, Alkhalaifat and Abdullah [4] observed the involvement stakeholders in project identification, planning, implementation and monitoring will improve project performance based on case study in Guinea. In order to have a good relationship with the stakeholder, the process of engaging stakeholder should be implemented in any project especially in mega infrastructure projects.…”

Section: Introductionmentioning

confidence: 95%

Cross case analysis on internal early preparation of stakeholder engagement for infrastructure projects

Baharuddin

Ismail

Adnan

et al. 2022

IOP Conf. Ser.: Earth Environ. Sci.

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Characterised as uncertain, complex, politically-sensitive, and extensive in nature define a mega infrastructure project which counting multiple stakeholders with various interest. Common problems during construction on stakeholder conflict were due to project stakeholders have different interests. Such problems are reworks, disagreements, cost overruns, lack of communication. As the project getting complex and massive, the importance of stakeholder engagement element in project management process is undeniable. The stakeholders in infrastructure project must be efficiently engaged and need earlier involvement during the pre-construction phase either direct or indirectly. This paper aims to recommend improvement to the initial process in stakeholder engagement in infrastructure which involved the internal preparation of engaging the stakeholder before later stage of consultation take place. Two case studies across New Zealand and Malaysia applies through a comparative qualitative analysis and observations. This research obtained information from project documentation and interviews. Such documents are engagement reports, public engagement report and project documentation. The result from the comparative analysis shows the attributes obtained from two case studies during the initial early preparation process of large/mega infrastructure projects. Lesson learnt derived from these two case studies will adding on the improvement to the stakeholder engagement process for an infrastructure project. The findings provide insight into how the factors of engaging stakeholders and public early and closely, improve transparency of information, and understanding of the design concept would help in improving international early preparation of stakeholder in both projects. The paper provides a point of reference for project owner and project team to assist them in emerging best practices of stakeholder engagement in major infrastructure construction projects.

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“…Stakeholder involvement in performance of development projects cannot be ignored for example in United Kingdom a study conducted to determine the role of stakeholder on development project revealed that stakeholders are involved project identification, planning, implementation and monitoring which are critical steps in project success (Magassouba et al, 2019). In turkey, findings indicated that engagement of stakeholders in planning significantly influence performance of automobile projects (Njogu, 2016).…”

Section: Stakeholder Involvement and Project Performancementioning

confidence: 99%

Project Implementation Phases and Performance of Agricultural Projects in Rwanda A Case of N2Africa Project/ CIAT in Kamonyi District

Umugwaneza¹,

Nyabera

Njenja

2021

JARBMA

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Influence of Stakeholders Involvement on Development Project Performance in Guinea

Cited by 12 publications

References 9 publications

Stakeholder Involvement and Infrastructure Projects Implementation at Kenya Ports Authority

Stakeholder Involvement and Infrastructure Projects Implementation at Kenya Ports Authority

Cross case analysis on internal early preparation of stakeholder engagement for infrastructure projects

Project Implementation Phases and Performance of Agricultural Projects in Rwanda A Case of N2Africa Project/ CIAT in Kamonyi District

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