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The link between project management and the development of construction projects in organizations already have been analyzed (Betts & Lansley 1995; Chen & Chen 2007; Crawford, 2002; Evaristo and Fenema 1999; Ng et al., 2009; Yng Ling et al., 2009; Wang and Huang 2006). However, these analyses do not relate to the presentation and discussions of research data specifically obtained from Kenya, but tend to be based on an interpretation of the reasons for the success and failure of construction in Kenya. From the reviewed literature, it emerged that project performance can be illustrated in two key ways (Khang and Moe 2008; Dvir et al., 1998; Nguyen et al., 2004). Firstly, models, which help organizations provide effective project management performance can lead to positive results regardless of the success or otherwise of the project being managed. Secondly, success factors of project management performance may influence the overall outcome of a project. As project environments have become more demanding and complex, the need for better project management techniques have increased as well.
As globalization advances at an ever-increasing rate, the amount of international or cross national construction activity is increasing. Large domestic and international organizations are continuing to establish overseas subsidiaries.
At the same time, any governments, particularly in developing countries, are seeking international aid in terms of project finance, technology and know-how, in order to maximize their development. Unfortunately, the inherent project complexity, uncertainty and dynamics of most construction projects can create excessive difficulties for even the best multinational construction organizations in developed and developing countries. It is widely accepted that a project is successful when finished on time, within a budget, in accordance with environmental and legal specifications, and to the client’s satisfaction (Ochieng 2008). One could therefore suggest that due to a number of factors such as resource accountability, cross-cultural team performance and project success need to improve, especially in heavy engineering construction projects.
As globalization advances at an ever-increasing rate, the amount of international or cross national construction activity is increasing. Large domestic and international organizations are continuing to establish overseas subsidiaries. At the same time, any governments, particularly in developing countries, are seeking international aid in terms of project finance, technology and know-how, in order to maximize their development. Unfortunately, the inherent project complexity, uncertainty and dynamics of most construction projects can create excessive difficulties for even the best multinational construction organizations in developed and developing countries. It is widely accepted that a project is successful when finished on time, within a budget, in accordance with environmental and legal specifications, and to the client’s satisfaction (Ochieng, 2008). One could therefore suggest that due to a number of factors such as resource accountability, cross-cultural team performance and project success need to improve, especially in heavy engineering construction projects.