EFFECT OF AGILE PROJECT MANAGEMENT ON PROJECT SUCCESS IN PRIVATE FIRMS IN KENYA
Abstract
This paper sought to understand the impact of agile project management methods on the project success at Safaricom Kenya. The specific objectives of the study were to assess the influence of training and project monitoring processes on projects success in Safaricom Company. The research used exploratory research design. The target population for the study was 132 employees of Safaricom working with the Masoko Project. The respondents included senior managers, domain experts and software developers and testers so that the relevant information is obtained accordingly. The study used census hence the sample size was 132 respondents. Data was collected using structured questionnaires which were tested for both reliability and validity. The data was analyzed with the assistance of SPSS software program version 22. The researcher adopted multiple linear regression model to determine the relationship between the outcome variable in this study and the predictor variables. The findings from this study was analyzed and presented in graphical and tabular form showing the results of the findings. Descriptive analysis helped to put into context the graphical presentations. The study found that team training has a positive and significant influence on projects success in Safaricom Company. The study also concluded project monitoring process has a positive and significant influence on projects success in Safaricom Company. From the results, the study recommended that the top management should ensure intense employee training so as to equip them with the necessary knowledge for and skills for effective project management. The top management should also ensure effective monitoring and evaluation techniques to minimize resource wastage and maximize project success.
Key Words: Training, Project Monitoring Processes, Projects Success
CITATION: Namatsi, P., & Muchelule, Y. (2021). Effect of agile project management on project success in private firms in Kenya. The Strategic Journal of Business & Change Management, 8 (1), 289 – 301.
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DOI: http://dx.doi.org/10.61426/sjbcm.v8i1.1915
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