Integration and Cultural Engineering on Projects in Developing Countries

The theory and practice of project management has changed fundamentally over the last ten years. This is illustrated by the introduction of a number of terms such as “modern project management”, “management by projects”, “project (project management) culture” and “beyond the Gantt Chart” that differentiate between traditional and contemporary forms of project management. Though change is inevitable, there remains an inclination for project management to be maintained as a key management tool in business environment. While there have been a number of empirical studies on project practice, particularly relating to measures of project success, the consequence of the transition from traditional to contemporary project management remains largely unexplored. The few studies that have been carried out have focused on project management practice in generic terms or on the experiences of individual organisations. This is more evident in developing countries, such as Kenya, even though different reports continue to highlight the significant number of project failures in such countries. Using qualitative and quantitative methodologies, this paper explores the role and relevance of cultural engineering to industrial projects in Kenya. This should provide a comprehensive assessment of factors critical to industrial project success. The findings should also demonstrate the most appropriate strategic planning approach for developing countries and aid the optimum utilisation of scarce resources and better fulfilment of industrial projects