PORTFOLIO RISK MANAGEMENT AND PERFORMANCE OF SOCIALPROTECTION PROGRAMME IN KENYA
Keywords:
Portfolio Risk Management, performance of social protection programmes, Modern Portfolio TheoryAbstract
This study sought to establish the influence of project portfolio risk management on the performance of social protection programme in Kenya. This study was anchored on Modern Portfolio Theory. This study used descriptive research design and post positivism approach. This study targeted 88 NGOs working on social protection programme in Kenya. In every NGO, the study targeted 5 respondents comprising of 1 top manager, 2 project managers, and 2 donor representatives. The total target population was therefore 440 respondents. This implies that the unit of analysis was the 88 NGOs while the unit of observation was 440 respondents comprising of top managers, project managers, and donor representatives. This study adopted Yamane (1967) simplified formula to calculate the sample size of 210 respondents. Primary data collected using semi-structured questionnaire was used. The researcher carried out a pilot study on 10 % representative of the managers taken from the target population. Quantitative data collected was analyzed using descriptive statistics techniques. Pearson R correlation was used to measure the strength and direction of the linear relationship between variables. A multiple regression model was fitted to the data to determine how the independent variables influence the dependent variable. The findings were presented in tables and figures. Qualitative data was analyzed using content analysis and presented in prose form. Based on the findings, the study concluded that portfolio risk management positively and significantly influences the performance of social protection programmes in Kenya. The study recommends that the management of social protection programmes in Kenya should develop a comprehensive risk assessment framework is essential. This framework should meticulously identify potential risks associated with social protection programs. It should encompass a thorough analysis of both internal and external risks, providing a solid foundation for risk management strategies.
Key Words: Portfolio Risk Management, performance of social protection programmes, and Modern Portfolio Theory
References
Abrantes, R., & Figueiredo, J. (2014). Feature based process framework to manage scope in dynamic NPD portfolio. International Journal of Project Management, 32(5), 874–884.
Antunes, P.H., Loos, M.J. & Miguel, P.A. (2012). ‘Portfólio no desenvolvimento de novos produtos: uma análise das publicações em periódicos nacionais’, Revista de Gestão e Projetos, 3(1) 50–71.
Archer, N., Ghasemzadeh, F., (2015). Project Portfolio Selection Techniques: a Review and a Suggested Integrated Approach. In: Dye, L.D., Pennypacker, J.S. (Eds.), Project Portfolio Management. Selecting and Prioritizing Projects for Competitive Advantage. Center for Business Practices, USA, pp. 207–238.
Baccarini, D. (1996). The concept of project complexity—a review. International Journal of Project Management, 14(4), 201–204.
Choudhury, V. & Sabherwal, R. (2003). "Portfolios of control in outsourced software development projects", Information Systems Research, 14 (3) 291-314.
Cooper, D. R., & Schindler, P. S. (2011). Business Research Methods. (11th ed.). Boston, MA: International: McGraw-Hill.
Cooper, R. G., Edgett, S. J., & Kleinschmidt, E. J. (2000). New problems, new solutions: making portfolio management more effective. Research-Technology Management, 43(2), 18–33.
Dutra, C. C., Ribeiro, J. L. D., & de Carvalho,M. M. (2014). An economic–probabilistic model for project selection and prioritization. International Journal of Project Management,32(6), 1042–1055.
Felicien,F.M (2015). The effect of portfolio composition on the financial performance of investment companies listed in Nairobi securites exchange. Unpublished MBA thesis, University of Nairobi.
Gardiner, P. D. (2014). Creating and appropriating value from project management resource assets using an integrated systems approach. Procedia – Social and Behavioral Sciences, 119, 85–94.
Gutiérrez, E. & Magnusson, M. (2014). Dealing with legitimacy: a key challenge for project portfolio management decision makers’, International Journal of Project Management, 32 (1)30–39
Heising,W. (2012). The integration of ideation and project portfolio management — A key factor for sustainable success. International Journal of Project Management, 30(5), 582–595.
Jonas, D. (2010). Empowering project portfolio managers: How management involvement impacts project portfolio management performance. International Journal of Project Management, 28, 818–831.
Jugend, D., & da Silva, S. L. (2014). Product-portfolio management: A framework based on methods, organization, and strategy. Concurrent Engineering: Research and Applications, 22(1), 17–28.
Katz, D., & Kahn, R. L. (1978). The Social Psychology of Organizations. (2nd ed.). New York: John Wiley & Sons.
Keeney, R. L., & Raiffa, H. (1993). Decisions with Multiple Objectives: Preferences and Value Tradeoffs. Cambridge: Cambridge University Press.
Kelly, R., & McQuinn, K. (2013). On the hook for impaired bank lending: Do sovereign bank inter-linkages affect the fiscal multiplier? Retrieved from https://ifsra.ie/stability/Documents/
Kimani & Mutuku, K. M. (2013). Corporate Risk Management from Stakeholders Perspective, TRANS‘05, SGH, Warszawa, Poland.
Kirsch, L. (2004). The management of complex tasks in organizations: Controlling the systems development process", 1996, Organization science, 7(1)1-12
Kock, A., Heising, W., & Gemünden, H. G. (2015). How ideation portfolio management influences front-end success. Journal of Product Innovation Management, 32(4), 539– 555.
Michael, G. K., Fedi, El. A., & Frederik, A. (2014). Successful project portfolio management beyond project selection techniques: Understanding the role of structural alignment. International Journal of Project Management, 3(1), 1-14
Pearce, J. (2017). Strategic Management Formulation, Implementation and control. 6th edition. Chicago, Irwin
PMI 2008, The Standard for Portfolio Management, 2nd edn, Project Management Institute, Newton Square, p. 146.
Project Management Institute. (2006). The Standard for Portfolio Management (1st ed.). Newtown Square, PA: Author. Retrieved from www.pmi.org
Project Management Institute. (2013). Standard for Portfolio Management (3rd ed.). Newtown Square, PA: PMI. Retrieved from www.pmi.org
Sekaran, U. & Bougie, R. (2006). Research Methods for Business: A skills building approach, 6th edition, John Wiley and sons.
Skyttner, L. (1996). General systems theory: Origin and hallmarks. Kybernetes Academic Research Library, 25(6), 16.
Stewart, R., & Mohamed, S. (2002). IT/IS projects selection using multi-criteria utility theory. Logistics Information Management, 15(4), 254–270.
Strickland, T. (2017). Strategic Management: Concepts and Cases, 7th edition. Irwin, New York.
Teller, J. & Kock, A. (2017). An Empirical Investigation on How Portfolio Risk Management Influences Project Portfolio Success. International Journal of Project Management. 31. 817-829. 10.1016/j.ijproman.2012.11.012.
