Project Management Information Systems and Performance of Monitoring and Evaluation Systems in The State-Owned Enterprises, Kenya

Kenneth Waliaula Simiyu; Agnes Kirinyet

doi:10.61108/ijsshr.v2i3.128

Project Management Information Systems and Performance of Monitoring and Evaluation Systems in The State-Owned Enterprises, Kenya

Authors

Kenneth Waliaula Simiyu Scholar, Jomo Kenyatta University of Agriculture and Technology, Kenya
Dr. Agnes Kirinyet, PhD Senior Lecturer: Jomo Kenyatta University of Agriculture and Technology, Kenya

DOI:

https://doi.org/10.61108/ijsshr.v2i3.128

Keywords:

Project Management Information Systems, Resource Allocation, Technological Development , Performance of Monitoring and Evaluation Systems, State-Owned Enterprises

Abstract

This study investigated the relationship Project Management Information Systems (PMIS) and the performance of Monitoring and Evaluation (M&E) systems in Kenya's state-owned enterprises (SOEs). The efficient execution of state-owned projects was identified as critical for achieving national development goals; however, challenges such as inadequate integration of PMIS, ineffective M&E systems, inefficient resource deployment, and difficulties in measuring project outcomes often hindered success. A baseline survey indicated that while 40% of SOEs had begun to integrate PMIS into their M&E processes, only 25% reported significant improvements in project tracking. The study aimed to examine the relationship between PMIS utilization and M&E performance, focusing on resource allocation and technological development. A descriptive research design was employed, targeting 263 SOEs, with data collected from 384 respondents, primarily M&E managers. The results demonstrated a robust correlation between resource allocation, technological development, and M&E performance, with Pearson correlation coefficients of 0.653 and 0.763, respectively. Regression analysis revealed that PMIS accounted for 64.9% of performance variance in M&E systems, underscoring its critical role in enhancing project outcomes. The findings indicated that effective resource allocation and technological advancements were essential for improving organizational performance. Recommendations included investing in technology, enhancing resource allocation strategies, and fostering a culture of innovation within SOEs. Additionally, the study highlighted the need for continuous training to equip staff with the skills to leverage technological advancements. Areas for further research were identified, emphasizing the importance of exploring contextual factors affecting performance, the long-term impacts of PMIS implementation, and comparative studies with the private sector to enhance understanding of resource allocation and technological strategies across different organizational contexts. Overall, the research underscored the vital role of integrated PMIS and effective M&E in optimizing the performance of state-owned enterprises in Kenya

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Vol. 2 No. 3 (2024) of the International Journal of Social Science and Humanities Research (IJSSHR)

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Published

2024-09-29

How to Cite

Simiyu, K. W., & Kirinyet, A. (2024). Project Management Information Systems and Performance of Monitoring and Evaluation Systems in The State-Owned Enterprises, Kenya. International Journal of Social Science and Humanities Research (IJSSHR) ISSN 2959-7056 (o); 2959-7048 (p), 2(3), 72–84. https://doi.org/10.61108/ijsshr.v2i3.128

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Vol. 2 No. 3 (2024): International Journal of Social Science and Humanities Research (IJSSHR) ISSN 2959-7056 (o); 2959-7048 (p)

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