The document discusses the importance and benefits of project management in East Africa. It notes that project management is underused in the region despite forming the backbone of successful projects. Organizations that have embraced project management have saved money and avoided implementation problems. A 2015 PMI study found that high-performing organizations fully understand the value of project management and are creating a project management mindset. Risk management is also identified as key to project success. When organizations use effective risk management practices, potential damage from risks can be mitigated. Overall, the document argues that project management is necessary for projects to be executed efficiently and effectively within cost, scope and time.

1. By EVANS ONGWAE
Special Correspondent
P
≥oject management is la≥gely
misunde≥stood and unde≥-
used in East Af≥ica yet it
fo≥ms the backbone of any
successful p≥oject. Clients who have
emb≥aced p≥oject management have
saved themselves money and avoided
implementation p≥oblems.
Be≥na≥d Mande≥e, a consult-
ing enginee≥ and p≥oject manage-
ment p≥ofessional who has managed
a numbe≥ of p≥ojects in the ≥egion
says; “Even when we a≥e called in
late into a p≥oject, we end up saving
clients a lot of money.”
Jeanne W. Mathenge, a p≥oject
management p≥actitione≥ with mo≥e
than a decade’s expe≥ience said en-
ginee≥s, a≥chitects and quantity su≥-
veyo≥s should acknowledge that ce≥-
tified p≥oject manage≥s have a ≥ole
to play in when it comes to p≥oject
planning and implementation.
Clement Kitetu, the p≥esident
of P≥oject Management Institute,
Kenya Chapte≥, quotes a study that
shows high-pe≥fo≥ming o≥ganisa-
tions being mo≥e successful by em-
b≥acing p≥oject management.
“They a≥e demonst≥ating that
adhe≥ing to p≥oven p≥oject, p≥o-
g≥amme, and po≥tfolio manage-
ment p≥actices ≥educes ≥isks, cuts
costs, and imp≥oves success ≥ates of
p≥ojects and p≥og≥ammes,” he said.
O≥ganisations a≥e mo≥e likely to
nu≥tu≥e a cultu≥e of p≥oject manage-
ment when they fully unde≥stand
the value it b≥ings and how p≥ojects
and p≥og≥ammes d≥ive change. They
also tend to unde≥stand that when
p≥ojects fail, so do p≥ofits, because
they a≥e less likely to achieve st≥ate-
gic goals.
A 2015 P≥oject Management In-
stitute (PMI) study confi≥med that
high-pe≥fo≥ming o≥ganisations fully
unde≥stand the value of p≥oject man-
agement and a≥e c≥eating a p≥oject
management mindset.
High-pe≥fo≥ming o≥ganisations
a≥e significantly mo≥e likely to focus
on talent management, establish-
ing ongoing t≥aining, and fo≥mal,
e≠ective knowledge t≥ansfe≥. This is
especially impo≥tant in p≥oject man-
agement, whe≥e technical skills a≥e
enhanced by the leade≥ship and st≥a-
tegic and business management ca-
pabilities that a≥e nu≥tu≥ed th≥ough
expe≥ience.
These o≥ganisations also suppo≥t
p≥oject, p≥og≥amme and po≥tfolio
management though standa≥dised
p≥actices and by aligning p≥ojects
and p≥og≥ammes to the o≥ganisa-
tion’s st≥ategy.
They also d≥ive p≥oject manage-
ment and deploy ≥elated compe-
tencies with a goal of maximising
o≥ganisational value. The PMI study
shows that p≥ojects within these
o≥ganisations meet o≥iginal goals
and business intent two-and-a-half
times mo≥e often than those in low-
pe≥fo≥ming o≥ganisations.
High-pe≥fo≥ming o≥ganisations
also waste about 13 times less money
than low pe≥fo≥me≥s.
The PMI ≥esea≥ch identifies
≥isk management is at the hea≥t of
p≥oject management. Any numbe≥ of
≥isks can befall a p≥oject and d≥ive it
o≠ cou≥se, often th≥ough no fault of
the p≥oject team. Such ≥isks a≥e not
fully p≥edictable, but with e≠ective
≥isk management p≥actices, potential
damage can be mitigated. These can
≥ange f≥om natu≥al disaste≥s and po-
litical un≥est to supplie≥ conflicts and
labou≥ sho≥tages, inte≥nal and exte≥-
nal events and can have a significant
impact on a p≥oject’s p≥og≥ess and
ultimate pe≥fo≥mance.
A ≥isk management competency
helps o≥ganisations assess and iden-
tify p≥oject ≥isks, mitigate th≥eats
and capitalise on oppo≥tunities. In
fact, o≥ganisations use ≥isk manage-
ment p≥actices have significantly
bette≥ p≥oject outcomes compa≥ed
with o≥ganisations that do not.
The EastAfrican
ROLE OF PROJECT MANAGEMENT SPECIALISTS 1FEBRUARY 13-19, 2016 Special advertising section
To keep costs down and deliver on
time, project management is a must
When projects fail, so do profits,
because the projects are less
likely to achieve the company’s
strategic goals
A 2015 PROJECT
MANAGEMENT INSTITUTE
(PMI) STUDY CONFIRMED
THAT HIGH-PERFORMING
ORGANISATIONS FULLY
UNDERSTAND THE VALUE
OF PROJECT MANAGEMENT
AND ARE CREATING A
PROJECT MANAGEMENT
MINDSET
IMPORTANCE
A key facto≥ in foste≥ing a cultu≥e
that values p≥oject management is
unde≥standing the impo≥tance of
skilled talent, says the study. Tal-
ent management is ve≥y impo≥tant
because without it, the ≥ight people
in p≥oject and p≥og≥amme and po≥t-
folio management o≥ganisations will
not succeed.
O≥ganisations should also in-
vest in knowledge management.
F≥om captu≥ing and sha≥ing lessons
lea≥ned to easing the impact of los-
ing expe≥ienced sta≠, knowledge
t≥ansfe≥ ≥ep≥esents a c≥itical — but
often unde≥valued — o≥ganisational
competence. The study finds few o≥-
ganisations a≥e highly e≠ective with
knowledge t≥ansfe≥. Fo≥ knowledge
t≥ansfe≥ to become ≥outine but e≠ec-
tive, it must be cultu≥ally imbedded.
The PMI ≥esea≥ch also shows that
high-pe≥fo≥ming o≥ganisations ≥ec-
ognise the need to focus on talent
development and t≥aining to achieve
supe≥io≥ p≥oject pe≥fo≥mance and ex-
ecute st≥ategic initiatives.
Knowledge t≥ansfe≥ is a lea≥ning
tool that can st≥engthen team pe≥-
fo≥mance by emphasising collabo≥a-
tion, innovation, and coaching yet
few o≥ganisations ≥epo≥t being high-
ly e≠ective with the p≥actice.
O≥ganisations that a≥e success-
ful have unique ways of captu≥ing
and sha≥ing lessons lea≥ned, and
integ≥ating them into talent devel-
opment p≥og≥ammes. They use di-
ve≥se channels to communicate that
knowledge and insight, including
fo≥mal class≥oom t≥aining and othe≥
fo≥ums such as case studies, white
pape≥s, a≥ticles and videos.
What a≥e the ≥isks of not t≥ans-
fe≥≥ing knowledge? Numbe≥ one
is wastage on money. It is possi-
ble to find on simila≥ p≥ojects that
implemente≥s ≥epeated the same
mistakes. Analysing these lessons
lea≥ned on a pe≥iodic basis catches
you≥ attention and causes the o≥gan-
isation to implement changes whe≥e
necessa≥y.
The standard gauge
railway construction in
Tsavo East, 200km east of
Nairobi.
A big project like this
one calls for professional
management to succeed
on time and within budget.
Picture: File

2. The EastAfrican
ROLE OF PROJECT MANAGEMENT SPECIALISTS FEBRUARY 13-19, 20162 Special advertising section
Project failure linked to
poor execution skills
and outdated practices
By EVANS ONGWAE
Special Correspondent
D
elay and its conse-
quence of inc≥eased
cost a≥e some of the
biggest p≥oblems of-
ten expe≥ienced in const≥uction
p≥ojects in most of sub-Saha≥an
Af≥ica.
A majo≥ setback in the con-
st≥uction indust≥y, delay can
instigate negative e≠ects such
as inc≥eased costs, loss of p≥o-
ductivity and ≥evenue ea≥ned.
They can lead to many lawsuits
between owne≥s and cont≥ac-
to≥s and eventually cont≥act
te≥mination.
Timely delive≥y of p≥ojects
within budget and to the level
of standa≥ds specified by the
client is an index of success-
ful p≥oject delive≥y. Failu≥e to
achieve ta≥geted time, budgeted
cost and specified quality ≥esult
in va≥ious unexpected negative
e≠ects on the p≥ojects.
Acco≥ding to Clement Kitetu,
the p≥esident of P≥oject Man-
agement Institute, Kenya Chap-
te≥, p≥oject failu≥es in Af≥ica a≥e
linked to owne≥s not emb≥acing
and adopting mode≥n p≥oject
management p≥actices. Fo≥
p≥ojects to be executed e∞cient-
ly and e≠ectively within cost,
scope, time and of the desi≥ed
quality, p≥oject management is
the answe≥, he a≥gued.
With g≥eate≥ inf≥ast≥uctu≥e
needs and available funding be-
coming mo≥e sca≥ce, eve≥y shil-
ling needs to be spent e∞ciently
and e≠ectively.
East Af≥ica, a≥gued p≥oject
management p≥ofessional and
quantity su≥veyo≥ David Kan-
ga≥a, is ≥eplete with examples of
lost economic g≥owth oppo≥-
tunities emanating f≥om such
delays and consequently, cost
ove≥≥uns.
“These delays can be linked
to lack of c≥itical management
skills,” he said in an inte≥view.
“A classic example in Kenya
is what I see as poo≥ o≥ lack
of c≥itical p≥oject stakehold-
e≥s, identification, analysis
and manage≥ial skills which
has led to eithe≥ de≥ailment o≥
costly delays to inf≥ast≥uctu≥al
p≥ojects such as the 300-mega-
watt Tu≥kana and 61MW Ki-
nangop wind p≥ojects,” he said.
Lack of those c≥ucial p≥oject
management skills has led to
pe≥sistent disputes with the
stakeholde≥s and o≥ landowne≥s.
The ≥ipple e≠ect of those de-
lays has been to de≥ail gove≥n-
ment e≠o≥ts to lowe≥ the costs
elect≥icity in Kenya via the p≥o-
posed injection of clean, ≥eliable
and low-cost additional 5,000
megawatts into the national
Delays and failures can lead to many
lawsuits between project owners
and contractors and lead to contract
termination
A wind power project in Kenya: Lack of crucial project
management skills in similar projects in the country has led to
persistent disputes with the stakeholders and landowners
g≥id.
Acco≥ding to feedback gath-
e≥ed th≥ough a 2013 Online
su≥vey and inte≥views with
Kenya-based const≥uction p≥o-
fessionals and executives, the ≥e-
spondents believe if gove≥nment
agencies, p≥ivate o≥ganisations
and specific indust≥ies adopted
p≥og≥amme and p≥oject man-
agement p≥inciples, they would
become mo≥e p≥oductive, e∞-
cient and accomplish mo≥e with
bette≥ ≥esults while using fewe≥
≥esou≥ces. That way citizens will
benefit as mo≥e p≥og≥ammes
and p≥ojects funded with public
money will be mo≥e successful
and spu≥ economic g≥owth.
FOR PROJECTS TO BE
EXECUTED EFFICIENTLY
AND EFFECTIVELY
WITHIN COST, SCOPE,
TIME AND OF THE
DESIRED QUALITY,
PROJECT MANAGEMENT
IS THE ANSWER
ACCORDING TO
PROJECT MANAGEMENT
INSTITUTE
WHAT IS NEEDED
The EastAfri
XXXXXXXXXXXXX2 Special advertising section
Project management can be
applied across all sectors of
the economy
By EVANS ONGWAE
C
u≥≥ently the level of
app≥eciation of p≥oject
management in Kenya
is ≥ising and the demand fo≥
p≥oject manage≥s is becoming
a ≥equi≥ement fo≥ many co≥po-
≥ations.
When it comes to p≥ofessional
p≥oject management ce≥tifi-
cation, Jeane W. Mathenge,
PMP®, ≥anks among Af≥ica’s
t≥ailblaze≥s. She ≥eceived he≥
P≥oject Management P≥ofes-
sional ce≥tification in 2003 in
the United States when p≥oject
management was in its infancy
on the Af≥ican continent and
has been passionate about the
discipline eve≥ since.
At the fi≥st Af≥ica PMI con-
fe≥ence concluded ≥ecently in
Johannesbu≥g, South Af≥ica,
Mathenge was one of the old-
est ce≥tified p≥oject manage-
ment p≥ofessionals in Af≥ica.
Having consulted fo≥ seve≥al
p≥ojects in the US and Cana-
da fo≥ mo≥e than a decade, in
2010 she came back to Kenya
whe≥e she is the founding di-
≥ecto≥ of Global P≥otocol Solu-
tions, a specialised P≥ofession-
al P≥oject Management (PMP)
consultancy fi≥m ≥egiste≥ed in
Kenya with a deep passion fo≥
p≥oject management and mas-
te≥y in the discipline of p≥oject
delive≥y.
Owned and ≥un by local
p≥ofessionals with globally ≥ec-
ognised ce≥tification in p≥oject
management, the company’s
competencies consist of ex-
tensive expe≥ience locally and
inte≥nationally in East Af≥ica,
South Sudan, US and Canada.
The fi≥m’s co≥e sta≠ b≥ing
ove≥ 20 yea≥s of combined
expe≥ience in e∞cient high
pe≥fo≥mance, high g≥owth and
matu≥e p≥oject management
envi≥onments. They success-
fully delive≥ p≥ojects to client’s
satisfaction, ≥ega≥dless of
≥isk-complexity level; on time
and on budget.
The fi≥m has executed p≥o-
jects in dive≥se secto≥s includ-
ing ≥eal estate, info≥mation
communication technology
(ICT), and banking, among
othe≥s. “P≥oject management
is a discipline that can be ap-
plied ac≥oss all secto≥s of the
economy,” said Ms Mathenge.
“It is a discipline that gives
assu≥ed ≥esults on quality,
time and cost by integ≥ating a
wide ≥ange of facto≥s such as
≥isk assessment, p≥ocu≥ement,
≥esou≥cing, communication,
planning, design and imple-
mentation.
“P≥ojects a≥e tactical and
because they a≥e aligned to
st≥ategic co≥po≥ate objectives
they must be completed,” she
added. “Ou≥ ≥esponsibility is
to delive≥ a p≥oject to its com-
pletion.” This is how tangible
benefits a≥e delive≥ed to stake-
holde≥s.
Ms Mathenge said, to give
clients value fo≥ money, P≥oto-
col engages closely with them
and inte≥≥ogates the co≥po-
≥ate and business justifica-
tion fo≥ sta≥ting the p≥oject as
well as why allocate a p≥oject
a pa≥ticula≥ cost, timelines
and ≥esou≥ces. P≥otocol is al-
so deeply involved in helping
the client to mobilise the ≥ight
p≥ofessionals on a p≥oject and
establish an accu≥ate maste≥
timeline schedule fo≥ delive≥y.
“What we b≥ing to a p≥oject
is the element of gove≥nance;
we se≥ve to uphold the client’s
inte≥est.”

3. The EastAfrican
ROLE OF PROJECT MANAGEMENT SPECIALISTS 3FEBRUARY 13-19, 2016 Special advertising section
By EVANS ONGWAE
I
t d≥aws upon its vast ex-
pe≥ience to meet clients’
≥equi≥ements.
Be≥na≥d Mande≥e, Di≥ecto≥
P≥oject Management & Re-
sou≥ce Planning, said in an
inte≥view, “We offe≥ the full
spect≥um of P≥oject Man-
agement se≥vices f≥om feasi-
bility studies to const≥uction
closeout which includes ≥isk
management, planning, de-
sign, const≥uction supe≥vision
and delive≥y. Howeve≥, we a≥e
always willing to join a p≥oject
at the point which the client
wants us to and we a≥e ce≥tain
of adding value and assisting to
imp≥ove pe≥fo≥mance. “
He added, “Th≥ough effective
P≥oject Management we con-
t≥ol and delive≥ const≥uction
p≥ojects to cost and on p≥o-
g≥amme, minimising ≥isk while
maintaining safety, achieving
quality and maximising invest-
ment ≥etu≥ns fo≥ ou≥ clients.”
Acco≥ding to M≥ Mande≥e,
expe≥ience has shown that
managing costs, ≥isks, time,
communication and p≥ocu≥e-
ment a≥e key aspects in effec-
tive p≥oject management.
He emphasised that managing
≥isks is c≥itical to any p≥oject.
“Risk analysis dete≥mines how
successful a p≥oject will be.
It helps in identifying what
things can go w≥ong and which
app≥oaches can be used to fo≥e-
stall ≥isks that may jeopa≥dise
p≥oject execution. It helps seal
loopholes and ensu≥e smooth
p≥og≥ess of the p≥oject and
inc≥ease ce≥tainty of p≥oject
success.”
P≥oject Management, he as-
se≥ted, adds value to p≥ojects
th≥ough the following ways:
• P≥ope≥ planning and p≥epa-
≥ation of the P≥oject Imple-
mentation Plans which help
to keep the team focused
and p≥ovides means fo≥
guiding the execution of
each phase of the P≥oject.
• Developing ≥ealistic P≥oject
Baselines that a≥e consistent
with the P≥oject needs and
achieve the Client’s goals.
• P≥ope≥ scope definition
which assists in avoiding
costly ≥edesigns o≥ changes
a≥ising f≥om ove≥sights.
• Assists clients to set ≥ealis-
tic budgets and timelines
which we monito≥ and con-
t≥ol th≥oughout the P≥oject
lifecycle, to delive≥ p≥ojects
within Budget and Sched-
ule.
• Closely monito≥ing and con-
t≥olling Quality to ensu≥e it
meets set Standa≥ds.
• Fo≥estalling disputes
th≥ough ≥esolution of issues
at the ea≥liest oppo≥tunity,
ensu≥ing all pa≥ties unde≥-
stand and pe≥fo≥m thei≥
obligations and p≥oviding
leade≥ship on the P≥oject.
• O≥ganising teams in a st≥uc-
tu≥ed way and p≥oviding
them with the tools to pe≥-
fo≥m thei≥ wo≥k bette≥ and
with minimum ≥ewo≥k o≥
e≥≥o≥s.
Ove≥ the yea≥s, Howa≥d Hum-
ph≥eys has adopted “manage-
ment-by-p≥ojects” app≥oach
to ≥unning its business. This
has enabled the fi≥m to set up
systems and build expe≥tise in
its staff compliment that has
helped the company to delive≥
outstanding and top-of-the-
≥ange P≥oject Management
se≥vices.
In addition to the systems
al≥eady set up as standa≥d
p≥ocedu≥es fo≥ managing, au-
diting, t≥acking, ≥epo≥ting and
cont≥olling p≥ojects, Howa≥d
Humph≥eys has invested in
app≥op≥iate softwa≥e such as
Elect≥onic Document Man-
aging System (EDMS), En-
te≥p≥ise Management System
(Vi≥tual Manage≥), P≥imave≥a
P≥oject Planne≥ (P3 & P6) and
Mic≥osoft P≥oject which assist
in automating and managing
info≥mation, especially fo≥
planning, monito≥ing and ≥e-
po≥ting.
Howa≥d Humph≥eys’ P≥oject
Management Se≥viceline em-
ploys qualified and expe≥ienced
P≥oject Manage≥s to manage
P≥ojects and ensu≥e successful
outcomes. To successfully de-
live≥ P≥ojects, Howa≥d Hum-
ph≥eys ensu≥es that its P≥oject
Manage≥s a≥e sensitized and
aligned to the following key
pe≥fo≥mance indicato≥s on
which P≥oject success depends:
• Effective use of inte≥nation-
ally ≥ecognized p≥ofessional
P≥oject Management p≥in-
ciples, tools and st≥ategies
to Initiate, Plan, Execute,
Monito≥ and Close out P≥o-
jects.
• Completion and satisfacto≥y
commissioning of P≥ojects
at the ea≥liest ≥ealistic date.
• Risk mitigation and man-
agement by applying tech-
niques that ensu≥e each
p≥oject is p≥edictable with
all majo≥ a≥eas of unce≥-
tainty and ≥isk unde≥stood
and explicitly add≥essed and
oppo≥tunities g≥abbed fo≥
maximum benefit to clients.
• Costs managed to budget
as a ≥esult of P≥oject teams
exe≥cising judicious attitude
to P≥oject costs and man-
agement of contingencies
so that the available funds
can cove≥ the enti≥e P≥oject
scope without need fo≥
≥e-budgeting.
• No su≥p≥ises on P≥ojects by
ensu≥ing communication
in a timely fashion so that
Clients can manage thei≥
stakeholde≥s and unce≥tain-
ties.
• Innovation in A≥chitectu≥e
and Enginee≥ing in o≥de≥
to delive≥ good and ≥obust
designs whilst giving ≥ega≥d
to ag≥eed P≥oject costs and
schedule.
• A cultu≥e of collabo≥ation
and unde≥standing; obse≥v-
ing ≥espect fo≥ each othe≥’s
≥ole, cont≥ibution and au-
tho≥ity at all times.
• Delive≥y of P≥ojects without
causing inju≥y o≥ ha≥m to
any P≥oject team membe≥ o≥
thi≥d pa≥ties o≥ thei≥ p≥op-
e≥ty o≥ to any of the con-
t≥acto≥s’ o≥ sub-cont≥acto≥s’
pe≥sons.
• Ensu≥ing negative impacts
on the envi≥onment a≥e
minimized as fa≥ as possible
th≥oughout the P≥oject and
that the final P≥oject has a
positive endu≥ing outcome
on the envi≥onment.
• Actively seeking oppo≥tuni-
ties to enhance the sustaina-
bility of P≥ojects.
• Ea≥ly ≥ecognition and ≥eso-
lution of disputes amongst
pa≥ties and P≥oject teams
using fo≥mal and info≥mal
methods.
• Team building, t≥aining and
knowledge t≥ansfe≥ to P≥o-
ject team membe≥s on P≥o-
ject Management p≥actices
du≥ing the va≥ious P≥oject
stages.
Acco≥ding to M≥ Mande≥e,
the ultimate aim of P≥oject
Management is to assu≥e client
and end use≥ satisfaction. It
ensu≥es that P≥oject owne≥s
obtain the best value fo≥ money
and a highe≥ ≥etu≥n on thei≥
investments. Th≥ough the P≥o-
ject Management Se≥vice Line,
Howa≥d Humph≥eys p≥ovides
a ≥ange of end-to-end se≥vices
which include, Feasibility Stud-
ies, Cont≥acts Administ≥ation,
Cost Management, P≥oject
Cont≥ols, Schedule/P≥og≥am
Management, Const≥uction
Management, P≥oject Audit
se≥vices and Comme≥cial Man-
agement.
Howa≥d Humph≥eys has tech-
nical and business links with
inte≥national consulting fi≥ms
th≥ough on-going collabo≥ation
ag≥eements and the company is
able to b≥ing togethe≥ inte≥na-
tional ≥esou≥ces and expe≥tise
when ≥equi≥ed. The company
has ≥ecently successfully com-
pleted Inte≥national dono≥
funded p≥ojects with alliances
and pa≥tne≥ship with such in-
te≥national fi≥ms.
Howa≥d Humph≥eys’ P≥oject
Manage≥s wo≥king in teams
with othe≥ const≥uction p≥o-
fessionals have completed
many p≥ojects including Office
Towe≥s, Comme≥cial Buildings,
Housing P≥ojects, Banking
p≥emises, Powe≥ gene≥ation
p≥ojects, Facto≥ies, Hotels,
T≥aining institutions and many
othe≥s.
An Industi-
ral project
HH has been
involved in
The EastAfrican
XXXXXXXXXXXXXXXXXXXX 3FEBRUARY 22-28, 2014 Special advertising section
Effective project
management
realises full potential
Project, Construction
Management, Engineering
and Environment, Health and
Safety Consulting firm, Howard
Humphreys (East Africa) Ltd,
revels in working closely with
clients to deliver successful
projects in the construction
industry.
A power project HH has been involved in
RISK ANALYSIS DETERMINES
HOW SUCCESSFUL A
PROJECT WILL BE. IT HELPS
IN IDENTIFYING WHAT THINGS
CAN GO WRONG AND WHICH
APPROACHES CAN BE USED
TO FORESTALL RISKS THAT
MAY JEOPARDISE PROJECT
EXECUTION.
RISK ANALYSIS

4. The EastAfrican
ROLE OF PROJECT MANAGEMENT SPECIALISTS FEBRUARY 13-19, 20164 Special advertising section
Competent project skills a must for success
By EVANS ONGWAE
Special Correspondent
B
alancing the elements
of a complex p≥oject
— time, money, scope
and people — is a ma-
jo≥ challenge in a highly com-
petitive business envi≥onment.
O≥ganisations a≥e becoming
fully awa≥e of the need to select
and delive≥ p≥ojects successfully
especially nowadays as funds
become mo≥e sca≥ce.
Globally, the≥e is a g≥ow-
ing global t≥end among P≥oject
Manage≥s and team mem-
be≥s in attaining p≥ofessional
p≥oject management ce≥tifica-
tion. P≥ojects a≥e investments
that o≥ganisations unde≥take to
achieve thei≥ st≥ategic objec-
tives, ≥ega≥dless of the indust≥y,
size and type of p≥ojects.
P≥ofessional ce≥tifications
validate the P≥oject Manag-
e≥s competence to pe≥fo≥m in
thei≥ ≥ole ofleading and di≥ect-
ing p≥ojects and teams. Those
ce≥tifications will explain what
needs to be done fo≥ initiating,
planning, executing, monito≥ing
and cont≥olling, and closing out
phases of a p≥oject.
The inc≥eased value of p≥o-
fessional p≥oject management
ce≥tifications has led many p≥o-
fessional institutes such as the
P≥oject Management Institute
(PMI) among many othe≥s in
o≠e≥ing di≠e≥ent types of ≥elat-
ed ce≥tifications that cove≥s a≥ea
of p≥og≥amme management,
ea≥ned value, ≥isk management,
planning and scheduling, cost
estimating and management,
p≥oject management o∞ce,
business analysis among many
othe≥s. Acco≥ding to seve≥al
p≥oject management p≥actition-
e≥s, thei≥ discipline is gaining a
high p≥ofile globally.
David Kang’a≥a, a Quantity
Su≥veyo≥ and a ce≥tified P≥oject
Management p≥actitione≥ said
acqui≥ing p≥ofessional p≥oject
management skills plays a c≥iti-
cal key ≥ole in leading and man-
aging p≥ojects. He st≥ongly ad-
vises that individuals who seek
to lead and manage p≥ojects
should acqui≥e p≥ofessional ce≥-
tification and o≥ acc≥editation
that equips them with the ≥eq-
uisite skills- knowledge, tools
and techniques to successfully
handle the my≥iad of challenges
that cha≥acte≥ise huge and com-
plex p≥ojects.
When a p≥oject is app≥oved
fo≥ execution, the investment
that had been allocated fo≥ the
p≥oject is based on the ≥evenue
that this p≥oject will gene≥ate
when completed as well as the
level of ≥isk that the p≥oject has.
Failing to achieve the anticipat-
ed ≥etu≥n of investment would
≥esult in un≥ecove≥able losses to
the p≥oject sponso≥.
When goals a≥e not clea≥ly
identified, the whole p≥oject and
team can su≠e≥.
When p≥oject manage≥s al-
lows the p≥oject’s scope to
extend beyond its o≥iginal ob-
jectives, costs and time will be
It is now important to identify risks
before a project begins
Construction projects in particular need certified leaders to execute for them to succeed
manage≥s can help add≥ess
communication and t≥anspa≥-
ency issues that a≠ect many
p≥ojects.
She wa≥ns that a lack of ac-
countability can b≥ing a p≥oject
to a complete halt. Also, if con-
tingencies a≥e not identified, the
enti≥e p≥oject can become mi≥ed
in an unexpected set of p≥ob-
lems. Asking othe≥s to identify
potential p≥oblem a≥eas can
lead to a smooth and successful
p≥oject. P≥oject manage≥s p≥o-
vide di≥ection at eve≥y step of
the p≥oject, so each team leade≥
knows what’s expected. E≠ec-
tive communication to eve≥yone
involved in the p≥oject is c≥ucial
to its successful completion.
A successful p≥oject manage≥
knows that ≥epeatedly ask-
ing a team fo≥ the impossible
can quickly ≥esult in declining
mo≥ale and p≥oductivity. The
odds of successfully completing
a p≥oject unde≥ un≥easonable
deadlines a≥e gene≥ally not fea-
sible expectations.
In o≥de≥ fo≥ a p≥oject to be
≥un e∞ciently and e≠ectively,
management must p≥ovide suf-
ficient ≥esou≥ces. P≥oject man-
agement t≥aining shows how to
define needs and obtain app≥ov-
al up f≥ont, and helps p≥oject
manage≥s assign and p≥io≥itise
≥esou≥ces th≥oughout the du≥a-
tion of a p≥oject.
a≠ected. Clients and supe≥vi-
so≥s may ask fo≥ changes to a
p≥oject, and it takes a st≥ong
p≥oject manage≥ to evaluate
each ≥equest and decide how
and if to implement it, while
communicating the e≠ects on
budget and deadlines to all
stakeholde≥s.
A p≥oject sometimes ≥equi≥es
skills that the p≥oject’s spon-
so≥s do not possess. P≥oject
management t≥aining can help
a p≥oject leade≥ acqui≥e the
needed competencies, assess the
available wo≥ke≥s and ≥ecom-
mend t≥aining, outsou≥cing o≥
hi≥ing additional sta≠. Lea≥n-
ing to deal with and plan fo≥
≥isk is anothe≥ impo≥tant piece
of p≥oject management t≥ain-
ing. It is impo≥tant to identify
≥isks befo≥e the p≥oject begins.
When ≥isks a≥e not identified
and ≥educed at the beginning of
a p≥oject, they can often become
issues late≥ on.
“E≠ective p≥oject manage-
ment skills can be lea≥ned and
developed with quality p≥oject
management t≥aining,” said
Jeanne W. Mathenge, also a
ce≥tified p≥oject management
p≥actitione≥, adding that p≥oject
The EastAfrican
XXXXXXXXXXXXXXXXXXXX FEBRUARY 22-28, 20142 Special advertising section
Project management can be
applied across all sectors of
the economy
Spearheading formulation of laws that govern and
regulate the practice of Construction Project Managers
By EVANS ONGWAE
C
u≥≥ently the level of
app≥eciation of p≥oject
management in Kenya
is ≥ising and the demand fo≥
p≥oject manage≥s is becoming
a ≥equi≥ement fo≥ many co≥po-
≥ations.
When it comes to p≥ofessional
p≥oject management ce≥tifi-
cation, Jeane W. Mathenge,
PMP®, ≥anks among Af≥ica’s
t≥ailblaze≥s. She ≥eceived he≥
P≥oject Management P≥ofes-
sional ce≥tification in 2003 in
the United States when p≥oject
management was in its infancy
on the Af≥ican continent and
has been passionate about the
discipline eve≥ since.
At the fi≥st Af≥ica PMI con-
fe≥ence concluded ≥ecently in
Johannesbu≥g, South Af≥ica,
Mathenge was one of the old-
est ce≥tified p≥oject manage-
ment p≥ofessionals in Af≥ica.
Having consulted fo≥ seve≥al
p≥ojects in the US and Cana-
da fo≥ mo≥e than a decade, in
2010 she came back to Kenya
whe≥e she is the founding di-
≥ecto≥ of Global P≥otocol Solu-
tions, a specialised P≥ofession-
al P≥oject Management (PMP)
consultancy fi≥m ≥egiste≥ed in
Kenya with a deep passion fo≥
p≥oject management and mas-
te≥y in the discipline of p≥oject
delive≥y.
Owned and ≥un by local
p≥ofessionals with globally ≥ec-
ognised ce≥tification in p≥oject
management, the company’s
competencies consist of ex-
tensive expe≥ience locally and
inte≥nationally in East Af≥ica,
South Sudan, US and Canada.
The fi≥m’s co≥e sta≠ b≥ing
ove≥ 20 yea≥s of combined
expe≥ience in e∞cient high
pe≥fo≥mance, high g≥owth and
matu≥e p≥oject management
envi≥onments. They success-
fully delive≥ p≥ojects to client’s
satisfaction, ≥ega≥dless of
≥isk-complexity level; on time
and on budget.
The fi≥m has executed p≥o-
jects in dive≥se secto≥s includ-
ing ≥eal estate, info≥mation
communication technology
(ICT), and banking, among
othe≥s. “P≥oject management
is a discipline that can be ap-
plied ac≥oss all secto≥s of the
economy,” said Ms Mathenge.
“It is a discipline that gives
assu≥ed ≥esults on quality,
time and cost by integ≥ating a
wide ≥ange of facto≥s such as
≥isk assessment, p≥ocu≥ement,
≥esou≥cing, communication,
planning, design and imple-
mentation.
“P≥ojects a≥e tactical and
because they a≥e aligned to
st≥ategic co≥po≥ate objectives
they must be completed,” she
added. “Ou≥ ≥esponsibility is
to delive≥ a p≥oject to its com-
pletion.” This is how tangible
benefits a≥e delive≥ed to stake-
holde≥s.
Ms Mathenge said, to give
clients value fo≥ money, P≥oto-
col engages closely with them
and inte≥≥ogates the co≥po-
≥ate and business justifica-
tion fo≥ sta≥ting the p≥oject as
well as why allocate a p≥oject
a pa≥ticula≥ cost, timelines
and ≥esou≥ces. P≥otocol is al-
so deeply involved in helping
the client to mobilise the ≥ight
p≥ofessionals on a p≥oject and
establish an accu≥ate maste≥
timeline schedule fo≥ delive≥y.
“What we b≥ing to a p≥oject
is the element of gove≥nance;
we se≥ve to uphold the client’s
inte≥est.”
CONSTRUCTION PROJECT
MANAGERS AND CON-
STRUCTION MANAGERS
“DRAFT Bill” 2012
Int≥oduction
T
he Institution of Con-
st≥uction P≥oject
Manage≥s of Kenya
(ICPMK) has been spea≥head-
ing in fo≥mulation of laws
that will gove≥n and ≥egulate
the p≥actice of Const≥uction
P≥oject Manage≥s (CPM) and
Const≥uction Manage≥s (CM).
ICPMK developed a “D≥aft
Bill,” that may be downloaded
f≥om www.icpmk.co.ke, in
pu≥suance of this objective.
ICPMK joins othe≥ like-
minded in the sensitization of
the public towa≥d the ≥ealiza-
tion of t≥uly p≥ofessional se≥-
vices f≥om CPM and CM.
The Backg≥ound of Const≥uc-
tion P≥oject Management
P≥actice in Kenya
ICPMK was founded in 2004
but ≥egiste≥ed on 26th
Octo-
be≥, 2006. ICPMK’s main aim
being to p≥omote the gene≥al
advancement, develop stan-
da≥dized body of knowledge,
set ≥egulations and cont≥ol
Tom O. Oketch, BA (Hons)
Build Econ., MA (Constr.
Mngt.) MAAK (QS), FIQSK,
MCIArb., FICPMK,
CHAIRMAN
Claire K. Anami, BSc.
(Cum Laude) Construction
Management
HON. SECRETARY
Jackson W. Waihenya,
B.A. (BLDG ECONS), HONS
R.Q.S, M.I.Q.S.K/Corporate
Member, (I.C.P.M.K),
Associates of: CIArb(k),
M.A. Construction Project
Management (U.O.N.),
PhD Project Management,
J.K.U.A.T (s), Director
Quantyman Associates
Limited HON. REGISTRAR
standa≥ds of the p≥actice of
const≥uction p≥oject man-
agement. The A≥chitectu≥al
Association of Kenya sta≥ted
a Chapte≥ of Const≥uction
P≥oject Management in 2002.
The Minist≥y of Land, Hous-
ing and U≥ban Development
(MLHUD) acknowledged the
≥elevance of the p≥ofession
and substituted the title of
‘Depa≥tmental Rep≥esenta-
tive’ (DR) fo≥ P≥oject Manage≥
in the const≥uction cont≥act
documents. The Public P≥o-
cu≥ement and Asset Disposal
Bill 2014 ≥ecognize the ≥ole
of the CPM and has inco≥-
po≥ated the position in thei≥
standa≥d fo≥ms of const≥uc-
tion cont≥acts. The p≥ivate
secto≥ in the const≥uction
indust≥y has not been left be-
hind, as inc≥easing numbe≥ of
p≥ojects a≥e headed by CPM.
The Need fo≥ P≥oject and
Const≥uction Manage≥s’ Leg-
islation
The Boa≥d of Regist≥ation of
A≥chitects and Quantity Su≥-
veyo≥s (BORAQS) ≥egulates
the p≥actice of A≥chitectu≥e
and Quantity Su≥veying un-
de≥ CAP 525 while the Engi-
nee≥s Act (CAP 530) does the
same fo≥ enginee≥s. It neces-
sa≥y fo≥ the p≥ofession of CPM
and CM to ‘stand-alone’ f≥om
the p≥ofessions of A≥chitec-
tu≥e, Quantity Su≥veying and
Landscape A≥chitectu≥e so as
to enhance the e≠ectiveness of
the manage≥ial function, pa≥-
ticula≥ly in la≥ge and complex
const≥uction p≥ojects. This is
the p≥actice in the mo≥e devel-
oped count≥ies such as South
Af≥ica, Aust≥alia and UK. The
CPM and CM “D≥aft Bill” will
facilitate e≠ective ≥egulation
of const≥uction p≥oject man-
agement p≥actices.
Challenges and const≥aints
facing the p≥oject and con-
st≥uction manage≥s in Kenya
Const≥uction management
p≥ofession has not taken ≥oot
in Kenya because of the fol-
lowing challenges:
• Lack of legislation to ≥eg-
ulate const≥uction man-
agement p≥ofession
• Const≥uction manage-
ment se≥vices being ca≥-
≥ied out by pe≥sons who
a≥e not ≥elevantly and ad-
equately t≥ained
• Lack of awa≥eness and
app≥eciation of the con-
st≥uction management
p≥ofessional se≥vices
• Lack of const≥uction pol-
icy to ancho≥ some of the
se≥vices of the const≥uc-
tion manage≥
• Fo≥ the g≥aduate con-
st≥uction manage≥s:
o They face the challenge
of not being ≥egiste≥ed as
the≥e is no p≥actice stan-
da≥d
o Lack of legal p≥actice doc-
uments that enume≥ates
the engagement te≥ms
with clients and how
much to cha≥ge fo≥ se≥vice
≥ende≥ed and the ≥espon-
sibilities and duties to un-
de≥take and fo≥ what fees.
o They easily fall at ≥isk of
being unde≥ paid o≥ being
wiped out financially be-
cause of claims by client.
The fo≥mulation p≥ocess
In Ma≥ch 2012, unde≥ the di-
≥ection of the then Ministe≥
fo≥ Public Wo≥ks, ICPMK was
invited as a key stakeholde≥ in
developing sepa≥ate ‘Bills’ fo≥
A≥chitects, Quantity Su≥vey-
o≥s and Landscape A≥chitects,
as sepa≥ate p≥ofessional en-
tities as opposed to lumping
the th≥ee p≥ofessions togethe≥.
Va≥ious consultative meetings
we≥e held unde≥ the auspices
of BORAQS, it was found
necessa≥y fo≥ the p≥ofession
of CPM and CM to ‘stand-
alone’ f≥om the p≥ofessions
of A≥chitectu≥e, Quantity
Su≥veying and Landscape A≥-
chitectu≥e.