Project Management Practices and Performance of Electronic Cargo Tracking Project in Kenya Revenue Authority

Abstract

The study sought to establish the effects of project management practices on project performance focusing on cargo tracking project in Kenya Revenue Authority. The objectives of the study comprised of establishing the project management practices employed by Kenya Revenue Authority in cargo tracking project, establishing the performance of cargo tracking project in Kenya Revenue Authority and establishing the effect of project management practices on performance of cargo tracking project in Kenya Revenue Authority. The study also sought to establish the moderating effect of government policies on the relationship between project management practices and performance of cargo tracking project. The study was guided by Project Management Maturity Model, Project Management Competency Theory, and Result Based Management Theory. A descriptive research design was employed and the target population comprised of project management department team in Kenya Revenue Authority. 105 staff from top, middle and lower management positions in the department’s head office were targeted. A census approach was employed where all staff in the project department were involved in the study. Primary data formed the source of the data for the study and was gathered through a five-point Likert scale questionnaire. Data collected was analyzed using descriptive and inferential statistics with the help of Statistical Package for Social Scientist program and MS Excel. The results of the study were displayed using tables and figures. The study established that there was implementation of project management practices in the cargo tracking project. Specifically, stakeholder engagement, proper allocation, and efficient management of financial resources as well as monitoring and evaluation mechanisms were identified as major project management practices. The study further established that the implementation of the cargo tracking project had led to increased revenue collections and have addressed revenue leakages in Kenya Revenue Authority. The study established a positive and significant correlation between project management practices and project performance in Kenya Revenue Authority. Additionally, government policies positively and significantly moderated the relationship between project management practices and project performance. The study concluded that project management practices comprising of stakeholder management, financial resource management, monitoring and evaluation and risk management influenced project performance at KRA. The study recommends that project teams prioritizes stakeholder identification and continuous engagement throughout the project lifecycle, supported by robust communication channels and integration of stakeholder feedback into decision-making processes. Additionally, financial management should focus on developing detailed plans aligned with project milestones, implementing strict controls, and conducting regular audits. Similarly, enhanced risk management approaches with improved project planning detailing timelines and robust tracking mechanisms. Finally, adherence to government policies and regulatory frameworks is essential, necessitating continuous awareness, compliance, and adaptation to ensure legal adherence and project continuity.