Agile Risk Management as a Solution to the Failure of Kenyan Public Projects

Amecha Caroline Sikweya; Peter Njeru Njue

doi:doi:10.11648/j.ajetm.20210603.12

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Agile Risk Management as a Solution to the Failure of Kenyan Public Projects

Amecha Caroline Sikweya, Peter Njeru Njue

Published in American Journal of Engineering and Technology Management (Volume 6, Issue 3)

Received: 15 May 2021 Accepted: 1 June 2021 Published: 7 June 2021

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Abstract

Risk management is key in determining the success of a project. Despite adoption of risk management by the public sector in Kenya, research has shown that up to 79.2% of the construction projects still fail whether in terms of experiencing delays, cost overruns or failure to meet the expected quality. The main aim of this study was to establish whether Agile Risk Management principles present a practical improvement to the predominant practice of risk management in the Kenyan public sector. Data was collected from a team of Architects, Engineers and Quantity Surveyors in the State Department of Public Works, Nairobi, using questionnaires and an interview. Results obtained showed that risks are directly related to the causes of failure of these Kenyan public projects and therefore improving risk management practices will promote the success of these projects. It was also evident from the study that the predominant approach to risk management in Kenya was Traditional Risk Management. The Agile Risk Management principles are hardly implemented in Kenya owing to the fact that professionals are not aware of this approach. Upon further analysis, this study established that the adoption of some Agile Risk Management principles is indeed a solution to the failure of Kenyan public projects as it presents a practical improvement to the predominant risk management practices. This study brings to light the need to closely examine the risk management practices in Kenya generally in both the public and private sectors. Another implication of this study is that it highlights the need of professional bodies and other relevant authorities to create more awareness on this and other approaches to risk management among their members.

Published in	American Journal of Engineering and Technology Management (Volume 6, Issue 3)
DOI	10.11648/j.ajetm.20210603.12
Page(s)	35-40
Creative Commons	This is an Open Access article, distributed under the terms of the Creative Commons Attribution 4.0 International License (http://creativecommons.org/licenses/by/4.0/), which permits unrestricted use, distribution and reproduction in any medium or format, provided the original work is properly cited.
Copyright	Copyright © The Author(s), 2021. Published by Science Publishing Group

Keywords

Risk, Traditional Risk Management, Agile Risk Management

References

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[4]	Cliath, O. C. (2015). Introduction to Risk Management (Theory & Practice). Dublin: Dublin City University.
[5]	Daneshgari, P., & Wilson, M. (2006). The Profitability of Agile Construction. Parviz.
[6]	Faruq, O. (2013). Feasibility Study and Detail Design. SSWRDSP & PSSWRSP of LGED; Bets Consultants Limited.
[7]	Gajewska, E., & Ropel, M. (2011). Risk Management Practices in a Construction Project. Sweden: Chalmers University of Technology.
[8]	Gitau, L. M. (2015). The Effects of Risk Management at Planning Phase on Performance of Construction Projects in Rwanda. University of Nairobi. Nairobi: University of Nairobi.
[9]	Highsmith, J. (2001). The Agile Manifesto. Manifesto for Agile Software Development: agilemanifesto.org
[10]	Liu, J., Li, B., Lin, B., & Nguyen, V. (2007, November 3). Key Issues and Challenges of Risk Management and Insurance in China's Construction Industry. Emerald Insight.
[11]	March, C. (2017). Construction Management Theory and Practice. New york: Routledge.
[12]	Moran, A. (2016). Risk Management in Agile Projects from m.isaca.org
[13]	Musau, P. M., & Kirui, D. (2018). International Academic Journals of Information Science and Project Management. Project Management Practices and Implementation of Government Projects in Kenya, Case of Machakos County, 58-79.
[14]	Mwangi, H. M., & Ngugi, D. (2018). Risk Management Practices and Performance of Construction Projects in Nairobi City County Government, Kenya. International Academic Journal of Information Sciences and Project Management, 111-136.
[15]	Nyika, D. (2012). An Analysis of Causes of Failure in the Implementation of Projects in Kenya. The University of Nairobi, Department of Real Estate and Construction Management. Nairobi: University of Nairobi.
[16]	Rouse, M. (2018, January). whatis.com. Retrieved October 25, 2019, from Agile Project Management: searchcio.techtarget.com
[17]	Smith, N. J. (1999). Managing Risks in Construction projects. Iowa State Press: Blackwell Publishers.
[18]	Steve Mkawale, K. K. (2014, May 4). Years Later, Ambitious County Projects Remain Incomplete. Standard Digital: standardmedia.co.ke.
[19]	Stracusser, G. (2015). Agile Project Management Concepts Applied to Construction and other Non- IT Fields. Project Management Institute. Orlando.
[20]	Thuita, P. (2016, January 23). Inventory of major construction projects in Kenya.
[21]	White, K. R. (2008). Agile Project Management; A Mandate for the Changing Business Environment. Denver: Project Management Issues.

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Amecha Caroline Sikweya, Peter Njeru Njue. (2021). Agile Risk Management as a Solution to the Failure of Kenyan Public Projects. American Journal of Engineering and Technology Management, 6(3), 35-40. https://doi.org/10.11648/j.ajetm.20210603.12

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ACS Style

Amecha Caroline Sikweya; Peter Njeru Njue. Agile Risk Management as a Solution to the Failure of Kenyan Public Projects. Am. J. Eng. Technol. Manag. 2021, 6(3), 35-40. doi: 10.11648/j.ajetm.20210603.12

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AMA Style

Amecha Caroline Sikweya, Peter Njeru Njue. Agile Risk Management as a Solution to the Failure of Kenyan Public Projects. Am J Eng Technol Manag. 2021;6(3):35-40. doi: 10.11648/j.ajetm.20210603.12

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@article{10.11648/j.ajetm.20210603.12,
  author = {Amecha Caroline Sikweya and Peter Njeru Njue},
  title = {Agile Risk Management as a Solution to the Failure of Kenyan Public Projects},
  journal = {American Journal of Engineering and Technology Management},
  volume = {6},
  number = {3},
  pages = {35-40},
  doi = {10.11648/j.ajetm.20210603.12},
  url = {https://doi.org/10.11648/j.ajetm.20210603.12},
  eprint = {https://article.sciencepublishinggroup.com/pdf/10.11648.j.ajetm.20210603.12},
  abstract = {Risk management is key in determining the success of a project. Despite adoption of risk management by the public sector in Kenya, research has shown that up to 79.2% of the construction projects still fail whether in terms of experiencing delays, cost overruns or failure to meet the expected quality. The main aim of this study was to establish whether Agile Risk Management principles present a practical improvement to the predominant practice of risk management in the Kenyan public sector. Data was collected from a team of Architects, Engineers and Quantity Surveyors in the State Department of Public Works, Nairobi, using questionnaires and an interview. Results obtained showed that risks are directly related to the causes of failure of these Kenyan public projects and therefore improving risk management practices will promote the success of these projects. It was also evident from the study that the predominant approach to risk management in Kenya was Traditional Risk Management. The Agile Risk Management principles are hardly implemented in Kenya owing to the fact that professionals are not aware of this approach. Upon further analysis, this study established that the adoption of some Agile Risk Management principles is indeed a solution to the failure of Kenyan public projects as it presents a practical improvement to the predominant risk management practices. This study brings to light the need to closely examine the risk management practices in Kenya generally in both the public and private sectors. Another implication of this study is that it highlights the need of professional bodies and other relevant authorities to create more awareness on this and other approaches to risk management among their members.},
 year = {2021}
}

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TY  - JOUR
T1  - Agile Risk Management as a Solution to the Failure of Kenyan Public Projects
AU  - Amecha Caroline Sikweya
AU  - Peter Njeru Njue
Y1  - 2021/06/07
PY  - 2021
N1  - https://doi.org/10.11648/j.ajetm.20210603.12
DO  - 10.11648/j.ajetm.20210603.12
T2  - American Journal of Engineering and Technology Management
JF  - American Journal of Engineering and Technology Management
JO  - American Journal of Engineering and Technology Management
SP  - 35
EP  - 40
PB  - Science Publishing Group
SN  - 2575-1441
UR  - https://doi.org/10.11648/j.ajetm.20210603.12
AB  - Risk management is key in determining the success of a project. Despite adoption of risk management by the public sector in Kenya, research has shown that up to 79.2% of the construction projects still fail whether in terms of experiencing delays, cost overruns or failure to meet the expected quality. The main aim of this study was to establish whether Agile Risk Management principles present a practical improvement to the predominant practice of risk management in the Kenyan public sector. Data was collected from a team of Architects, Engineers and Quantity Surveyors in the State Department of Public Works, Nairobi, using questionnaires and an interview. Results obtained showed that risks are directly related to the causes of failure of these Kenyan public projects and therefore improving risk management practices will promote the success of these projects. It was also evident from the study that the predominant approach to risk management in Kenya was Traditional Risk Management. The Agile Risk Management principles are hardly implemented in Kenya owing to the fact that professionals are not aware of this approach. Upon further analysis, this study established that the adoption of some Agile Risk Management principles is indeed a solution to the failure of Kenyan public projects as it presents a practical improvement to the predominant risk management practices. This study brings to light the need to closely examine the risk management practices in Kenya generally in both the public and private sectors. Another implication of this study is that it highlights the need of professional bodies and other relevant authorities to create more awareness on this and other approaches to risk management among their members.
VL  - 6
IS  - 3
ER  -

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Author Information

Amecha Caroline Sikweya

Department of Construction Management and Quantity Surveying, University of Nairobi, Nairobi, Kenya
Peter Njeru Njue

Department of Construction Management and Quantity Surveying, University of Nairobi, Nairobi, Kenya

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APA Style

Amecha Caroline Sikweya, Peter Njeru Njue. (2021). Agile Risk Management as a Solution to the Failure of Kenyan Public Projects. American Journal of Engineering and Technology Management, 6(3), 35-40. https://doi.org/10.11648/j.ajetm.20210603.12

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ACS Style

Amecha Caroline Sikweya; Peter Njeru Njue. Agile Risk Management as a Solution to the Failure of Kenyan Public Projects. Am. J. Eng. Technol. Manag. 2021, 6(3), 35-40. doi: 10.11648/j.ajetm.20210603.12

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AMA Style

Amecha Caroline Sikweya, Peter Njeru Njue. Agile Risk Management as a Solution to the Failure of Kenyan Public Projects. Am J Eng Technol Manag. 2021;6(3):35-40. doi: 10.11648/j.ajetm.20210603.12

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@article{10.11648/j.ajetm.20210603.12,
  author = {Amecha Caroline Sikweya and Peter Njeru Njue},
  title = {Agile Risk Management as a Solution to the Failure of Kenyan Public Projects},
  journal = {American Journal of Engineering and Technology Management},
  volume = {6},
  number = {3},
  pages = {35-40},
  doi = {10.11648/j.ajetm.20210603.12},
  url = {https://doi.org/10.11648/j.ajetm.20210603.12},
  eprint = {https://article.sciencepublishinggroup.com/pdf/10.11648.j.ajetm.20210603.12},
  abstract = {Risk management is key in determining the success of a project. Despite adoption of risk management by the public sector in Kenya, research has shown that up to 79.2% of the construction projects still fail whether in terms of experiencing delays, cost overruns or failure to meet the expected quality. The main aim of this study was to establish whether Agile Risk Management principles present a practical improvement to the predominant practice of risk management in the Kenyan public sector. Data was collected from a team of Architects, Engineers and Quantity Surveyors in the State Department of Public Works, Nairobi, using questionnaires and an interview. Results obtained showed that risks are directly related to the causes of failure of these Kenyan public projects and therefore improving risk management practices will promote the success of these projects. It was also evident from the study that the predominant approach to risk management in Kenya was Traditional Risk Management. The Agile Risk Management principles are hardly implemented in Kenya owing to the fact that professionals are not aware of this approach. Upon further analysis, this study established that the adoption of some Agile Risk Management principles is indeed a solution to the failure of Kenyan public projects as it presents a practical improvement to the predominant risk management practices. This study brings to light the need to closely examine the risk management practices in Kenya generally in both the public and private sectors. Another implication of this study is that it highlights the need of professional bodies and other relevant authorities to create more awareness on this and other approaches to risk management among their members.},
 year = {2021}
}

Copy | Download

TY  - JOUR
T1  - Agile Risk Management as a Solution to the Failure of Kenyan Public Projects
AU  - Amecha Caroline Sikweya
AU  - Peter Njeru Njue
Y1  - 2021/06/07
PY  - 2021
N1  - https://doi.org/10.11648/j.ajetm.20210603.12
DO  - 10.11648/j.ajetm.20210603.12
T2  - American Journal of Engineering and Technology Management
JF  - American Journal of Engineering and Technology Management
JO  - American Journal of Engineering and Technology Management
SP  - 35
EP  - 40
PB  - Science Publishing Group
SN  - 2575-1441
UR  - https://doi.org/10.11648/j.ajetm.20210603.12
AB  - Risk management is key in determining the success of a project. Despite adoption of risk management by the public sector in Kenya, research has shown that up to 79.2% of the construction projects still fail whether in terms of experiencing delays, cost overruns or failure to meet the expected quality. The main aim of this study was to establish whether Agile Risk Management principles present a practical improvement to the predominant practice of risk management in the Kenyan public sector. Data was collected from a team of Architects, Engineers and Quantity Surveyors in the State Department of Public Works, Nairobi, using questionnaires and an interview. Results obtained showed that risks are directly related to the causes of failure of these Kenyan public projects and therefore improving risk management practices will promote the success of these projects. It was also evident from the study that the predominant approach to risk management in Kenya was Traditional Risk Management. The Agile Risk Management principles are hardly implemented in Kenya owing to the fact that professionals are not aware of this approach. Upon further analysis, this study established that the adoption of some Agile Risk Management principles is indeed a solution to the failure of Kenyan public projects as it presents a practical improvement to the predominant risk management practices. This study brings to light the need to closely examine the risk management practices in Kenya generally in both the public and private sectors. Another implication of this study is that it highlights the need of professional bodies and other relevant authorities to create more awareness on this and other approaches to risk management among their members.
VL  - 6
IS  - 3
ER  -

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