PROJECT MANAGEMENT INFORMATION SYSTEM PRACTICES AND PERFORMANCE OF WORLD BANK FUNDED PROJECTS IN NAIROBI CITY COUNTY, KENYA

Abstract

World Bank-funded projects in Nairobi City County face performance challenges due to inadequate project management practices. This study aimed to examine the effect of Project Management Information System (PMIS) practices on the performance of these projects. The specific objectives were to assess the impact of cost management and data integration on project performance. The study was guided by Cost Control Theory and Systems Theory. A cross-sectional design was used, targeting 123 respondents from 41 ongoing or recently approved World Bank-funded projects. A census approach was applied, and data were collected using structured questionnaires. A pilot test confirmed the validity and reliability of the instrument, with Cronbach’s alpha values above 0.7. Data were analyzed using descriptive and inferential statistics, including correlation and regression analyses using SPSS version 26. From the analysis, descriptive statistics revealed positive mean scores for each variable: cost management (mean = 3.804) and data integration (mean = 3.822). Correlation analysis demonstrated significant positive relationships between variables and project performance, with data integration having the strongest correlation (r = 0.793, p = 0.000), followed by cost management (r = 0.762, p = 0.000). Regression analysis indicated that these PMIS practices explained 74.3% of the variance in project performance. Data integration emerged as the strongest predictor (B = 0.395, p = 0.000), followed by cost management (B = 0.348, p = 0.003). The study concludes that PMIS practices significantly enhance project performance, with data integration playing the most crucial role. Key recommendations include implementing real-time cost and resource tracking systems, and adopting centralized data platforms to improve coordination, decision-making, and overall project outcomes.