ISSN 2348-1218 (print) International Journal of Interdisciplinary Research and Innovations ISSN 2348-1226 (online) Vol. 9, Issue 1, pp: (104-108), Month: January - March 2021, Available at: www.researchpublish.com
CRITICAL CHAIN MODEL AND SUSTAINABILITY OF PROJECTS: A THEORETICAL PERSPECTIVE 1
Dominik Ndambuki, 2Paul Sang, PhD, 3James Maingi, PhD
1
Department of Management Science, School of Business, Kenyatta University, P.O. Box 43844-00100, Nairobi, Kenya, Location: Nairobi. Email address:
2
Department of Management Science, School of Business, Kenyatta University, P.O. Box 43844-00100, Nairobi, Kenya, Location: Nairobi. Email address:
3
Department of Applied Economics, School of Economics, Kenyatta University, P.O. Box 43844-00100, Nairobi, Kenya, Location: Nairobi
Abstract: The study was on critical chain model and sustainability of projects. This research was a desktop review carried out by the researchers for purposes of the evolution, key concepts, theoretical prepositions as well as empirical literature on critical chain model and sustainability of projects. In view of the gaps identified, the principal researcher proposes to carry out a study on critical chain model and sustainability of Food Security Projects in the Lower Eastern Kenya which will apply descriptive, correlation and multiple regression analyses where primary data based on questionnaire will be used. Keywords: Critical Chain Model, Political Factors, Technological Factors, Social Factors and Sustainability of Projects.
1. INTRODUCTION AND BACKGROUND Project sustainability denotes the ability of a project to maintain its benefits during its projected lifetime (Jennings, Browning & Rigolon, 2019). It aims at creating and launching a project capable of continuing to generate benefits after donor input has been withdrawn (Geneletti, La Rosa, Spyra & Cortinovis, 2017). Efforts to develop a sustainable project should be integrated from the onset of project design (Linnenluecke, Verreynne, de Villiers Scheepers & Venter, 2017). Project sustainability is dissected into various sustainability dimensions and this includes institutional stability, continuous flow of benefits, and equitable distribution of benefits arising from the project, active community involvement and participation in the project, continuous operation of project structure and maintenance of environmental stability (Batselier & Vanhoucke, 2017). History has shown that not long after donor funding and other support is withdrawn, once vibrant community development projects slows down due to either absence of funds, poor maintenance of the project by the community, lack of reliable project planning processes or basically non viability of the project in the target population (Elmqvist, Andersson, Frantzeskaki, McPhearson, Olsson, Gaffney & Folke, 2019). Kim and Ronny (2009) study on European Commission funded research concluded that there was absence of clear sustainability strategies and project management competencies. They therefore called for need in building sustainability in the organization structure rather than having it as an adhoc without prior plans. Sabini (2016), emphasized on the role of project management professionals in ensuring sustainability. According to him, they possess technical skills and competencies required for such initiatives. He further emphasized that their importance is not limited to their functional roles but rather to a broader institutional role that enable them accomplish changes. Such roles involve challenging existing practices, assumptions and arrangements to ensure continuity and project goals realizations.
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