Project Management Practices and Success Outcomes: A Case of Safaricom PLC, Kenya.

Abstract

The increasing complexity and competitiveness of the telecommunications industry has made the effective management of projects a critical challenge. In Kenya, Safaricom faces heightened competition and rapid technological changes, creating a pressing need to understand which project management practices drive project success. Despite widespread adoption of project management frameworks, there remains a gap in knowledge on the specific practices that influence project timeliness, budget adherence, quality outcomes, and stakeholder satisfaction in large telecommunications firms. This study therefore examined the effect of project management practices on project success at Safaricom, with market competition considered as a moderating variable. The study was anchored on Contingency Theory, which posits that the effectiveness of management practices depends on the fit between practices and the operating environment.The study specifically sought to: examine the influence of Agile methodologies on project success, assess the effect of stakeholder engagement on project success, establish the role of risk management practices in project success, analyze the impact of technology-based project management tools on project success, and to determine the moderating effect of market competition on the relationship between project management practices and project success. A descriptive research design was adopted, targeting project managers and team members at Safaricom. A census of 90 respondents was conducted, with data collected through structured questionnaires. Pretesting confirmed the instrument’s reliability with Cronbach’s alpha coefficients above 0.70 for all constructs. Data analysis employed descriptive statistics, Pearson correlations, and multiple regression models using SPSS version 28. Diagnostic tests confirmed the robustness of the model: residuals were normally distributed, variance inflation factors (VIF < 3) indicated no multicollinearity, and Breusch–Pagan results (p > 0.05) confirmed homoscedasticity. The findings revealed that: Agile methodologies had a significant positive effect on project success (β = 0.41, t = 7.25, p < 0.001; r = 0.72, R² = 0.52); stakeholder engagement showed a weaker but significant relationship, with role clarity and conflict resolution emerging as non-significant predictors (β = 0.29, p = 0.001; r = 0.75); risk management practices were positively associated with success, though their effect was moderated by limited training and contingency planning (β = 0.21, p = 0.004; r = 0.70); and technology-based project management tools strongly influenced success by enhancing visibility and efficiency (β = 0.23, p = 0.003; r = 0.73). The moderating analysis demonstrated that market competition amplified these relationships, raising the explained variance from R² = 0.67 to R² = 0.71 (β = 0.28, p = 0.001). The study concluded that Agile, stakeholder engagement, risk management, and technology tools significantly influence project success at Safaricom, and that market competition intensifies these effects. It recommends that Safaricom deepen Agile adoption across departments, strengthen stakeholder role clarity and dispute resolution frameworks, invest in risk management training and contingency resources, expand technology integration through advanced analytics, and align project practices with competitive market demands. These insights provide actionable guidance to enhance project success and sustain competitive advantage in Kenya’s dynamic telecommunications sector.