AN INVESTIGATION INTO THE IMPACT OF

COMMUNICATION AND INFORMATION

MANAGEMENT ON PROJECT PERFORMANCE
IN THE KENYAN CONSTRUCTION INDUSTRY

FRANK ANTONY MAINA MWANGI

AB244-0931/2015

A research project thesis submitted to the Construction Management Department in partial

fulfillment of the requirement for the award of a Degree in Bachelor of Quantity Surveying at
Jomo Kenyatta University of Agriculture and Technology

JULY 2019
 DECLARATION

This research thesis is my original work and has not been presented for a degree award in any
other university.

Signature……………………………. Date……………………………….
Frank Antony Maina Mwangi

This project thesis has been submitted to the Jomo Kenyatta University of Agriculture and
Technology (JKUAT) for examination by the above student as his original work with my
approval as a University Supervisor

Signature……………………………. Date……………………………….
Ms. Melody Njuguna

JKUAT, Kenya.

ii
 DEDICATION

I dedicate this research to God the almighty, my parents and family, who have always had my

best interests at heart.

iii
 INSPIRATION

Learning is an endless process that needeth a brave heart and a humble mind; willing to see

beyond what is convenient.

iv
 ACKNOWLEDGMENTS

I acknowledge the Department of Construction Management and Jomo Kenyatta University of

Agriculture and Technology by and large for facilitating my execution of this research and the

support thus far in pursuit of my bachelor’s degree.

This work would not have been without the guidance of my supervisor, Ms. Melody Njuguna.

I sincerely appreciate her support in this course, commitment towards ensuring my success and

ability to initiate guidelines without being overbearing.

I extend the appreciation to Mr. Robert Kang’ethe, my cousin, who the whole thesis through

from conception was a reliable source of support and advisement.

Last but not least are my classmates and friends who provided ideas, positive input, motivation

and criticism towards accomplishment of standard work, as well as my own errors of omission

and commission in the research.

v
 ABSTRACT

By virtue of the magnitude, complexity, and nature of the works it executes, the construction

industry is a major consumer of capital goods. Improving the communication structure and

information/data management systems however still remains a chronic challenge facing the

industry in many countries worldwide. Apart from advances made by some contractors and

firms to devise mechanisms for communication and to manage information, studies across the

world reveal that construction projects are hardly completed within time and budget. The

Kenyan construction industry has not been spared either. This background can be considered

unhealthy for an industry whose capital consumption is as heavy and the concurrent cost and

time overruns spell disastrous financial consequences on the investor.

The construction industry is estimated to be contributing up to over 60% of the gross formation

in Kenya. According to the Kenya National Bureau of Statistics (2018), construction sector in

Kenya recorded a growth of 9.5% coming fourth after tax revenue, real estate, and transport &

storage. The contribution to Gross Domestic Product (GDP) was estimated at 5.8% in 2017 up

from 5 % in 2016. The increased investment in the housing and infrastructure development

needs to be met with efficiency in the communication and the management of information

meant for it as well as ensuring the value for money to the client in terms of reduced delays,

profitability and customer satisfaction.

There is, therefore, a need for effective and efficient communication and information

management systems. This study explored communication and information management

means employed by construction firms in building projects and also investigated the challenges

encountered in managing data as well as the causes of miscommunication. The rate for adoption

of new technology and MIS as well as the influence on the same by the choice of procurement

method were also sought for and correlated in this study Finally, the researcher established the

impact of, and influence communication and information management in construction has on

vi
the performance of a project. The descriptive research design was employed, making use of

questionnaires to collect data from Quantity Surveying and Architectural firms within Nairobi,

Kenya to establish the situation as is on the ground.

Data collected was analyzed based on a conceptual framework to establish the relationship and

interrelationships of the independent variables in communication and information management

on the dependent variable which, for the case of this research, was project performance.

Comparative and correlational surveys were thus utilized, analysis was done on statistical

packages and presentation done in tables, graphs, reports, and charts.

Conclusions and recommendations were made based on the findings for the objectives of this

research. 32.5% of variations in performance of projects in the Kenyan construction industry

are attributed, with regard to the findings herein, to variations due to communication and

information management.

The study invites investigations on such areas as the influence of language barriers to

communication and information management with the increased interracial interactions in the

industry.

vii
 Table of Contents

DECLARATION................................................................................................................................... ii
DEDICATION...................................................................................................................................... iii
INSPIRATION ..................................................................................................................................... iv
ACKNOWLEDGMENTS .................................................................................................................... v
ABSTRACT .......................................................................................................................................... vi
Table of Contents ............................................................................................................................... viii
ABBREVIATIONS ............................................................................................................................ xiii
CHAPTER 1. INTRODUCTION..................................................................................................... 1
1.1. Background of the problem ............................................................................................. 1
1.2. Statement of the problem ................................................................................................. 2
1.3. Purpose of the study.......................................................................................................... 2
1.4. Research objectives ........................................................................................................... 3
1.4.1. General objective........................................................................................................... 3
1.4.2. Specific objectives ......................................................................................................... 3
1.5. Research questions ............................................................................................................ 3
1.6. Justification ....................................................................................................................... 4
1.7. Significance of the study ................................................................................................... 6
1.8. Scope of the study.............................................................................................................. 7
1.8.1. Content scope ................................................................................................................ 7
1.8.2. Geographical scope ....................................................................................................... 7
1.8.3. Time scope ..................................................................................................................... 7
1.9. Limitations and assumptions ........................................................................................... 8
CHAPTER 2. LITERATURE REVIEW......................................................................................... 9
2.1. Introduction ....................................................................................................................... 9
2.2. Previous works on related topics ..................................................................................... 9
2.2.1. Communication in the construction industry ............................................................. 9
2.2.2. Information and data management in the construction industry........................... 12
2.2.3. Procurement methods and standard regulations on communication and
information management ...................................................................................................... 15
2.2.4. The trends in the performance of construction projects ......................................... 17
2.2.5. Miscommunication and Informational conflicts in the construction industry ...... 19
2.3. Theoretical framework ................................................................................................... 21

viii
2.4. Conceptual framework ................................................................................................... 23
2.5. Research gap.................................................................................................................... 24
2.6. Summary .......................................................................................................................... 24
CHAPTER 3. RESEARCH METHODOLOGY .......................................................................... 26
3.1. Introduction ..................................................................................................................... 26
3.2. Research design and strategy ......................................................................................... 26
3.3. Nature and sources of data ............................................................................................. 27
3.4. Target population and sampling frame......................................................................... 27
3.5. Sampling methods ........................................................................................................... 27
3.6. Methods of data collection and instruments ................................................................. 28
3.6.1. Questionnaires ............................................................................................................. 29
3.6.2. Reliability and validity................................................................................................ 29
3.7. Pilot study and sample group ......................................................................................... 30
3.8. Methods of data analysis and presentation ................................................................... 31
CHAPTER 4. DATA ANALYSIS .................................................................................................. 32
4.1. Preliminary Information ................................................................................................ 32
4.1.1. Questionnaire response rate ....................................................................................... 32
4.1.2. Duration of Professional Service................................................................................ 32
4.2. Communication and Information Management by Firms in the Construction
Industry 33
4.2.1. Means of communication............................................................................................ 33
4.2.2. Management Information Systems............................................................................ 35
4.2.3. Reasons for the use of Management Information Systems ..................................... 36
4.2.4. Management of official and professional information ............................................. 37
4.2.5. The rate of adoption of New Technology in the construction industry .................. 40
4.2.6. Influence of procurement methods and contract ..................................................... 42
4.3. Performance of construction projects ........................................................................... 44
4.3.1. Time and cost performance ........................................................................................ 44
4.3.2. . The occurrence of time and cost overruns .............................................................. 44
4.4. Miscommunication in the construction industry ......................................................... 45
4.4.1. The occurrence of informational conflicts as a result of miscommunication ........ 46
4.4.2. Causes of informational conflicts............................................................................... 47
4.5. Influence of communication and information management on project performance
..........................................................................................................................................48

ix
 4.5.1. Correlation between the occurrence of time-cost overruns and occurrence of
informational conflict in projects ......................................................................................... 49
4.5.2. Correlation between procurement methods and standard forms adopted versus
slow adoption of new technology .......................................................................................... 50
4.5.3. Correlation between the influence of communication and information
management and slow adoption of new technology ............................................................ 51
4.5.4. Correlation between procurement methods and standard forms versus
communication and information management ................................................................... 52
CHAPTER 5. SUMMARY, CONCLUSIONS, AND RECOMMENDATIONS ........................ 53
5.1. Introduction ..................................................................................................................... 53
5.2. Summary of findings, discussions and inferences ........................................................ 53
5.2.1. Communication and Information Management by Firms in the Construction
Industry................................................................................................................................... 53
5.2.2. Performance of construction projects ....................................................................... 54
5.2.3. Miscommunication in the construction industry ..................................................... 55
5.2.4. Influence of communication and information management on project
performance ........................................................................................................................... 55
5.3. Conclusion ....................................................................................................................... 57
5.4. Recommendations and additional information ............................................................ 58
5.5. Summary of conclusions and recommendations .......................................................... 60
5.6. Areas of further studies .................................................................................................. 61
REFERENCES .................................................................................................................................... 62
APPENDICES ..................................................................................................................................... 68
Appendix I. QUESTIONNAIRE................................................................................................. 68
Appendix II. RAW DATA ............................................................................................................ 77

x
 Table of figures

Figure 2. 1. Theoretical framework................................................................................................... 22

Figure 2. 2. Conceptual framework ................................................................................................... 23

Figure 4. 1. Means of communication, usage levels. ………………………………………………………………..34

Figure 4. 2. Adoption of MIS. ............................................................................................................ 35

Figure 4. 3. New technology adoption rate. ...................................................................................... 40

Figure 4. 4. Influence of procurement method and contract. ......................................................... 42

Figure 4. 5. Procurement methods usage levels................................................................................ 43

Figure 4. 6. The occurrence of time and cost overruns.................................................................... 44

Figure 4. 7. The occurrence of time and cost overruns.................................................................... 45

Figure 4. 8. Occurrence of miscommunication ................................................................................. 46

Figure 4. 9. The occurrence of informational conflicts. ................................................................... 47

xi
 List of tables

Table3. 1. Target population and sampling frame. .......................................................................... 27

Table3. 2. Sample sizes ....................................................................................................................... 28

Table 4. 1. Questionnaire response rate. …………………………………………………………………………….32

Table 4. 2. Means of communication; usage levels. .......................................................................... 33

Table 4. 3. Adoption of MIS. .............................................................................................................. 35

Table 4. 4. Table 4.3. MIS software. .................................................................................................. 36

Table 4. 5. Reasons for use of MIS. ................................................................................................... 37

Table 4. 6. Production. ........................................................................................................................ 38

Table 4. 7. Conveyance. ...................................................................................................................... 39

Table 4. 8. Storage............................................................................................................................... 39

Table 4. 9. New technology adoption rate. ........................................................................................ 40

Table 4. 10. Influence of procurement method and contract. ......................................................... 42

Table 4. 11. Procurement methods usage levels. .............................................................................. 43

Table 4. 12. The occurrence of time and cost overruns. .................................................................. 45

Table 4. 13. Occurrence of informational conflicts. Source: Author ............................................ 46

Table 4. 14. Causes of informational conflicts. ................................................................................. 47

Table 4. 15. Occurrence of time-cost overruns vs. occurrence of informational conflicts ........... 49

Table 4. 16. Procurement methods and standard forms vs. slow adoption of new technology .... 50

Table 4. 17. Influence of communication and information management vs. slow adoption of new

technology ............................................................................................................................................ 51

Table 4. 18. Procurement methods and standard forms vs. communication and information

management......................................................................................................................................... 52

Table 5. 1. Summary of conclusions and recommendations 60

xii
 ABBREVIATIONS

NCA National Construction Authority

BORAQS Board of Registered Architects and Quantity Surveyors

IoT Internet of Things

FIDIC Internationa Federation of Consulting Engineers

PPOA Public Procurement Oversite Authority

UNRWA United Nations Relief and Works Agency

GDP Gross Domestic Product

BIM Building Information Modelling

IT Information Technology

KNBS Kenya National Bureau of Statistics

AEC Architecture Engineering and Construction

MIS Management Information System

CDE Common Data Environment
TQM Total Quality Management
R&D Research and development

xiii
 CHAPTER 1. INTRODUCTION

1.1. Background of the problem

Communication is key to ensuring a smooth flow of information in any society (Nyaseda,

2016). With a clearly defined and traceable structure, parties are able to understand each other

and accountability for all information passed easily achieved. Communication can, therefore,

be deemed a key contributor to the overall success of any construction project.

The construction industry is one of the most information dependent industries (Tam, 1999) but

still heavily based on traditional means of communicating including face to face meetings,

phone calls and physical exchange of drawings and associated paperwork or documents

worldwide (Mohamed & Steward, 2003).

S. Kajawski & A. Weippert (2004) argue that the construction industry has for long been

categorized as an information-intensive industry. Construction is a major contributor to growth

in the Kenyan economy and the nature of its works continues to grow in complexity and

magnitude marking unknown levels of competition in the global economy (Nyaseda, 2016).

The history of modern information management parallels to the evolution of relevant computer

hardware and software as well as the devolution of management control from centralization to

decentralization. George B. (2017) argues that the history of Management Information Systems

is divided into eras dating from as early as 1939 when Dr. John V. Atanasoff & his assistant

Clifford Berry constructed the first electronic digital computer to date.

Proper communication and data management are critical in the construction industry. This is

an industry that from conception to execution of a single project, registers a lot of exchanges

among parties and production of loads of data. If not properly documented and recorded,

there could be cause for so many frictions where some of the information may not get to

1
parties as targeted and some leave no clear ways of backtracking for liability/accountability

of parties to miscommunication which is necessary especially where claims arise (Maritz,

2018). Effective and successful coordination of activities in each phase of project

development does not involve the services of the top and most skilled personnel only but also

a collaboration of a whole team mandated to its execution (Nyaseda, 2016).

1.2. Statement of the problem

Harris(2018) recently pointed out that lack of defined communication systems that allow

traceability of all pieces of information to their sources backed by lack of adequately

collaborative systems to produce, share, store and retrieve construction data is a major cause

of project delays in Africa. The traditional channels of issuance and follow up of instructions

for instance use of triplicates is inherently slow. In terms of the production of project documents

like drawings, bills, schedule etc., various project team players work in their own cocoons and

come up with information/data with minimal consultation from the rest of the parties and could

thus lead to undetected clashes that when found out, often too late, result in claims and design

alterations thus further delays.

1.3. Purpose of the study

The purpose of this study was to investigate the communication and information management

systems used by firms in the Kenyan construction industry and their influence on project

performance.

2
1.4. Research objectives

1.4.1. General objective

The main objective of this research was to investigate and analyze the various communication

means and information management systems adopted in the construction industry to study their

level of influence on project performance.

1.4.2. Specific objectives

i. To investigate the means of communication and information management used

by firms in the construction industry.

ii. To investigate the performance of projects in the construction industry.

iii. To find out the major causes of miscommunication and informational conflicts

in the construction industry.

iv. To establish the influence of communication and information management on

project performance in construction.

1.5. Research questions

This research was guided by the following research questions:

i. Which means of communication and information management are employed by

firms in the construction industry?

ii. How has been the performance of construction projects in the past?

iii. What are the major causes of miscommunication and informational conflicts in the

construction industry?

iv. How much influence do the means of communication and information management

employed in the construction industry have on the performance of projects?

3
1.6. Justification

The Real Estate and construction markets in Kenya have been progressively growing over the

past few years as per statistics by various institutions including Knight Frank, Hass Consult,

Kenya National Bureau of Statistics and Cytonn investments.

Over the past five years, real estate has seen the entry of Institutional investors such as saccos,

private equity funds such as Actis and Taaleri and foreign investors such as Avic, who are

eager to get a share of the cake. Construction of a Sh40 billion mixed-use property, which

includes the 184m tall Avic Tower, is well underway in Nairobi, as Chinese multinational Avic

races to set up its Africa hub in Kenya.

Tuner and Townsend in February 2018 announced that their business in Kenya was to merge

with Nairobi based Project Management firm Mentor Management Limited (MML) after

acquiring a majority stake in MML from leading growth market investor – Actis.

The infrastructural and housing demand continues to rise by the day. The government in Kenya

considers both as amongst key agenda their development plan for the ongoing term.

According to a report by Cytonn investments (2018), the government of the day aims at

working towards achieving 4 pillars duped the big 4 agenda namely: affordable housing,

affordable healthcare, manufacturing and food/nutrition security. Affordable housing as an

agenda of major interest by the government greatly influences the construction industry. The

government of the day plans to deliver 1 million units over the next 5 years out of which, 20%

will be social housing while 80% will be affordable housing. If this is to be achieved

successfully putting into consideration the continued growth in competition, demand and time

limitation, then there calls for parties in the industry to adopt systems/means that facilitate

effective communication and proper data and information management.

The government is also dedicated to improving infrastructure in the country by allocating Sh.

273.8 Billion to key infrastructure projects such as Phase 2A of the SGR Project, Mombasa

4
Port Development Project, expansion of several airports and airstrips, exploration of

geothermal, wind and solar resources, rural electrification and The Eastern Electricity Highway

Project connecting Ethiopia and Kenya. The improved infrastructure creates an enabling

environment for investors since accessibility is a major factor that influences the value of the

property. After the completion of the Outering Road, major developments have been set along

the road, for instance, go-downs set around Baba Ndogo area, office and residential buildings

around Donholm area. Construction of mixed-use developments along the expanded Outering

Road illustrates an upsurge in real estate market as a result of improved infrastructure.

According to the World Bank, Rehabilitation of 400 km of road under the Northern Corridor

Transport Improvement Project reduced transit time from Mombasa to Nairobi by 30%.

Independent road entities have been created while aviation sub-sector institutions now have

financial power. These efforts have helped ease the cost of doing business, improved business

climate, and strengthened regional integration in East Africa Community. Similarly, according

to the report over 200,000 citizens got access to the drainage system, paved roads, improved

water reticulation, and sanitation services. These trends are indications of increasing economic

empowerment amongst the people and increased interest among investors in Kenya as a target

market for business in the line of construction. Prospectively it justifies the argument that,

under the same conditions, the construction industry will continue growing exponentially over

a significant amount of time in the country with the nature of works getting more and more

complex and greater in magnitude.

Communication and information/data management are inseparable with the entire construction

process from project conception, generation of information, transmission and interpretation to

tendering, delivery of the project and maintenance. There was, therefore, need for such an

investigation on proper means of communication and data management to ease processes and

organize the fast-growing and vibrant construction industry. It will also be necessary for the

5
firms in the industry in terms of keeping up with the competition and changes in the nature of

projects.

1.7. Significance of the study

Technological advancements are fast being made every day across all sectors of the economy.

The construction industry, not only locally, has for a while been too slow per se in following

suit. However, with an increase in the competition, complexity, and magnitude of projects, fast

strides are being taken in the sector; traditional styles of communication being dumped and

people going for collaborative project execution with the adoption of enhanced means of

communication and information/data management.

This research intended to establish the essence of communication coupled with modern

information management systems to efficiency in terms of project delivery within scope and

schedule, achieving quality, profitability and client satisfaction. The research was aimed at

bringing to light that the advantages of properly organizing both from as early as on the short

run outweigh any incurred expenses of reorganization and/or training. Such costs cannot

compare to what is incurred in the case delays due to undefined traditional forms of operation

or when a project suffers overruns of time and budget.

It is expected that the recommendations at the end of this thesis contribute usefully to the

general body of knowledge, management and even employees of construction firms in

addressing their approach to communication and information management during the

implementation of future projects.

6
1.8. Scope of the study

1.8.1. Content scope

This study focused on proper communication and information management as the independent

variable and project performance as the dependent variable. The dependent variable was based

on four major indicators: economical delivery i.e. time and cost wise, quality of work and

customer satisfaction while the independent variable was based on the quality of

communication and information management, conveyance, effectiveness and efficiency for

profitability. These indicators were considered since they were used to examine the relationship

between proper communication and information management and their influence on the

performance of construction projects in Kenya as well as guide this research.

1.8.2. Geographical scope

This study was carried out within the Metropolitan Kiambu and Nairobi counties. Both are

among the fastest growing counties in Kenya with a high level of residential, commercial and

infrastructure developments including road networks that connect to so many parts of the

country. They also proved convenient based on the researcher’s residential location; being

within the immediate region. This research targeted, Architectural, and Quantity Surveying

firms focused on building construction projects.

1.8.3. Time scope

The literature content included is from the late 20th century to the date of research. During this

period, Kiambu and Nairobi counties experienced major developments in the building

construction and infrastructure sectors where some projects were completed in good time,

others delayed while some were unsuccessful causing great losses to the private clients, the

government and thereby the economy at large.

This research was executed, presented and submitted for examination within a maximum span

of 4 months.

7
1.9. Limitations and assumptions

This study sought to establish proper communication and information management as

inseparable factors, critically necessary for effective project execution. However, other than

the technical and financial aspects the study may consider influenced, variations in market

conditions, data and value may have been unaccounted for.

It was assumed that the statistics and findings made for the area specified under the scope are

a reflection of the industry in the entire country.

8
 CHAPTER 2. LITERATURE REVIEW

2.1. Introduction

This chapter gives an overview of studies focusing on communication and information

management in construction also presenting a conceptual framework showing the relationship

and inter-relationship between the dependent and independent variables.

Over the years, communication has evolved with various channels being adopted by numerous

entities in the entire world and so have the means of communication and information/data

management. This chapter looks at previously done work and papers that talk about the

evolution of communication and data management at different stages of project execution.

This, in turn, provided a platform to assess their impacts.

According to Omulo (2008), communication in the construction industry provides the means

for improved management, coordination of individuals’ efforts, time and cost reduction.

Traditional means of communication through hard copies and face to face meetings to discuss

progress is gradually and progressively being replaced by advanced and remote methods of

communication as more growth is registered in the Internet of Things (IoT) and the Worldwide

Web.

2.2. Previous works on related topics

2.2.1. Communication in the construction industry

Emmitt (2010) defines communication as a process of acquiring relevant information,

interpreting it and effectively disseminating the information to persons that might need it thus

making it of vital importance to everyone involved in/influenced by projects. It is the exchange

of messages and information among multiple agents (Talbert,1997), the process of interaction

between individuals in which meaningful information is created and shared (Cherry,1978). The

9
Oxford English Dictionary (2008) simply defines communication as the action of conveying

or exchanging information and ideas.

Gartside (1985) regards effective communication as that which reflects in the mind of the

receiver, a true image of the thoughts conveyed by the sender within the shortest timespan

possible for a reaction. Communication between project participants is critical for success. Poor

communication is one of the most common project risks (Ceric, 2003).

Communication according to Sheetanshu (2011) is argued to be essential to all business

activities as it basically enables an organization to function. Any improvements in

communication improve the organization’s operating effectiveness while inadequate

communication can result in a demotivated workforce hence poor production output.

Mehra (2009) emphasizes that communication is of paramount significance throughout the

lifecycle of any project since construction projects are executed by teams. The construction

industry is considered to be among the most information dependent sectors. There is a

characteristic presence of a large number of skilled professionals and companies requiring

access to project information on a regular basis owing to the repetition of activities and

accumulation of paperwork. This necessitates for timely access to information and as

accurately as best possible to all project participants.

Going by the most common situation on the ground, meetings are carried out face to face and

several construction documents exchanged on paper bases including drawings, specifications,

bills of quantities, correspondences, instructions, schedules, programs of work, etc.

According to Rosenau (1986), as cited by Omulo (2008), communication enhances co-

ordination and should be primarily in writing. Change, for instance, should be accompanied by

oral communication over the telephone or at meetings involving as many people party to it as

possible. The change must then be embodied in a plan revision.

10
Odiembo (2012) cites telephone, sign language, verbal interaction, physical meetings, letters,

memos, site records, reports, handbooks, regulations, site records and diaries, electronic mail,

schedules and photographs as the methods used for communication in the construction industry

among the stakeholders and during project execution. Omulo (2008) however refers to the same

as tools for communication in construction adding notice boards, drawings/sketches, and radio.

These also serve as the avenues through which the earlier outlined construction documents are

exchanged. Communication in a construction workplace as argued by Gamil & Rahman (2017)

can either be in large or small scale. Large scale communication forming between the parties

in construction such as consultants, clients, and contractors; small scale communication

occurring between individuals in the same firm. The effects are more severe in large scale

communication where if negative, conflicts and failure of the project may occur. Small scale

communication affects work progress and where acting negatively could result in accidents

and mistakes.

Three models of communication can be adopted in any organization as argued by Levitt and

Samelton (1993) namely:

• a chain of command model with levels, an outlined hierarchy, channel of information

flow and thus subordination.

• a direct contact system that allows flexibility and direct communication among workers

at different levels and;

• group meeting models

They argue that more effective management of communication can be achieved by the second

model than the first as it allows for input from each and every individual concerned with the

project regardless of their roles and allows direct (thus faster) issuance of information on

actions to be carried out.

11
Hoezen (2014) argues that the quality of communication strongly influences the efficiency and

effectiveness of processes in construction. Professionals in the industry must communicate

effectively in order for any given project to be successful. The literature outlines four reasons

for the need for improvement in communication within construction stakeholders. The first

reason is that it could reduce failure (Somogyi, 1999). Second, more open communication at

all levels could lead to innovations (Lenard and Eckersley, 1997) and better technical solutions

(Sorensen, in Atkin et al, 2003). Third, improvement of communication in early project phases

would positively influence the quality as perceived by all involved stakeholders (Emmitt and

Gorse 2003) and finally, improved communication during briefings could enhance decision

making for instance in better ways of looking at requirements first thus less haste in moving to

solutions (Nutt 1988).

Communication is influenced by several factors. The first type of factors related to the

organization of the construction process and the second to the stakeholders themselves. The

main aspects relative to the organization of the process are the difference between formal and

informal communication routes during the design phase as well as during the phases of

development and the divorce of design and production while opposing interests on the part of

the stakeholders could lead to hidden agendas, thus often restricted communication (Hoezen &

Reymen, 2006).

2.2.2. Information and data management in the construction industry

Computing and information technology (IT) has radically been transforming the way we live,

learn, work and play (Capron, 2000). Many companies in the construction industry worldwide

do not however generally seem to have appreciated the positive changes and advantages this

technology is providing to other sectors of the economy.

Matheu (2005) points out the construction industry as being highly fragmented due to the many

stakeholders across phases in projects. A fact that has led to well identified and documented

12
problems with conveyance and processing of information contributing to the proliferation of

adversarial relationships between parties to projects. Howard et.al (1989) seconds this broadly

referring to the industry as that of AEC (Architecture, Engineering and Construction). As cited

by Nyaseda (2016), Ngowi (2000) argues that unlike other industries, individuals in the

construction industry operate in a temporal organization usually involving all relevant

professionals with the roles of each ending as soon as the project ends. Use of technology is,

therefore, being advocated for and increasingly deeming to be a necessity by the day as the

computers, the internet and the internet of things (IoT) allows for collaborative working

necessary in construction project execution. There is however still the debate among firms in

construction on whether to move permanently to web-based project execution or not (Kraker,

2000). Most companies that have used these systems were either. compelled by influence from

their competition in certain projects or forced by their clients (Matheu, 2005). Klynveld Peat

Marwick Goerdeler, (KPMG), an accounting firm, in a survey done in 2016 indeed found that

most construction firms are waiting for competitors to step towards the adoption of

technologies to streamline their workflows and improve their data collection

In a research perspective by American based Navigant Construction Forum (2016), it is pointed

out that the construction industry has for significantly long been singled out as an industry with

declining productivity and strong resistance to change.

In the article “Construction Productivity in Decline” (2014), the author, a professional engineer

with the National Society of Engineers states that innovation and cutting edge are not words

associated with the U.S construction industry, at least not in comparison to industries like

robotics and aerospace, but even more unfortunate is that the industry’s poor image may be

deserved. Data from federal agencies show U.S construction industry productivity has a long

history of decline that continues today.

13
Like all industries, the construction industry is as well experiencing advancements in

technology. However, it has relied on age-old techniques for a very long time. Nobody likes

change, but it is arguable that the construction industry, in particular, is pretty resistant. The

industry is well positioned on the verge of something big technologically; the kind of shake-up

that has the potential to revolutionize the way that people perform their jobs on a daily basis

but isn’t taking full advantage. There calls for a total mindset shift among practitioners which

remains to be a huge challenge (Busta, 2016). A successful project demands that experts

involved are not only experienced but also should be appropriate team players with a similar

mindset and complementary skill sets managed to bring out the best work realizing the vision

and goals of the project (Luka.et.al, 2014).

A large number of packages are available at every stage of construction to all disciplines

concerned. They provide support for activities like Computer Aided Design (CAD)and

drafting, building visualization, design appraisal, information storage, and retrieval, cost

estimation, project onsite and facilities management, etc. As a project continues with execution

as per design, the information in form of drawings and specifications, as well as construction

methods, has to be communicated amongst the experts involved (Foley, 2005). Using a system

appropriate for communication management is therefore appropriate and essential for

enhancement in the resolution of construction and design problems (Luka.et.al, 2014). Lee et.

al (2010) emphasizes the importance of information for enhancing communication and efficient

management of construction information emerges as an element that determines project success

in cases as those where many stakeholders are involved.

This research sought to expose the specific applications serving different firm purposes in the

construction cycle of a project and the consequent necessity to manage/organize and effectively

convey the information originating from these tools. Evidently, IT in the construction industry

is greatly generating opportunities for collaboration, coordination, and exchange of information

14
among firms and organizations party to projects and thus poses as a great foundation, if

properly understood and implemented compatibly to suit various organizations, for

enhancement of these processes.

2.2.3. Procurement methods and standard regulations on communication and

information management

Studies done by various researchers show that the procurement methods adopted in

construction have a very great influence on the communication characteristics and the general

informational relationship among professionals, especially in a project. The procurement

method represents the framework that brings together and establishes boundaries of roles and

relationships between parties to projects as well as the allocation of risks setting the contractual

arrangements for project design, construction operation, and maintenance.

With regard to procurement, as the construction industry evolved over the years, there has been

a continuous quest among practitioners to continuously device methods that save on time and

allow for collaboration amongst the participants. For a very long time, the traditional

procurement method remained in use (and still does) across the world. Seely (1997) and as

cited by Muriithi (2006) points out that the unique characteristic of traditional procurement is

the separation of the responsibilities for design of a project from those of its construction.

Construction under this category of procurement is done in a strictly sequential manner from

identification of a need for a project by a client to selection and consultation with a design

team, production of plans, specifications as well as contract documents and finally the bidding.

This sequential delivery of projects with minimal allowance for practitioners at design and

construction to influence each other even positively amongst factors like high advancements

in technology, rising interest rates, and increased client awareness created a need for evolution

of the method into variants to cater for the acceleration of project life and adoption of

contemporary systems of procurement. Traditional procurement eliminates the incentive for

15
collaboration amongst especially the client’s consultancy/design team and the construction

team while the contemporary methods allowed for this so that input from the views of all parties

would be considered right from the design stage. It is also noted that the separation imposed

by the traditional procurement method was of a detrimental effect to the relationship amongst

teams in construction and the method thus obliged the contractor to carry out works as set in

the plans within a specific schedule and budget. The construction team in this method is often

not in a position to value engineer a project or suggest cheaper or faster alternatives from a

construction perspective.

Muriithi (2006) further cites that McDermott (2005) reported an increase in interest towards

alternative procurement methods in the UK industry since the late 1960s considered under 2

main categories i.e. integrated and management-oriented procurement systems. Among the

advantages that came along with the adoption of specifically the integrated systems of

alternative procurement, the establishment of improved communication between the

parties/firms mandated with the delivery of works in construction is pointed out.

Various contractual arrangements in construction always have an outline within their

provisions of the contract, of the standards of communication and in different situations and

stages of the project. Where the contract is not of an ad hoc nature, parties may agree to be

governed by standard forms. FIDIC conditions, under clause 1.3, give provisions for

communication in the giving and issuance of approvals, certificates, consents, determinations,

notices, and requests. It stipulates that they should be in writing and delivered by hand, sent

by mail or courier or transmitted using any agreed systems of electronic transmission stated

in the appendix (FIDIC, 1999). The Public Procurement Regulatory Authority standard bid

document for building and associated civil engineering works in its provisions states that

communication between parties shall be effective only when in writing and notice shall be

effective only when it delivered. It is key to note that despite standardization being a positive

16
thing, the construction industry has, though relatively very slowly, continued to develop

standards based on traditional ways of doing things. There is thus lack of efforts to

adequately and actively appreciate as well as build on emerging trends.

Of critical influence therefore to the communication and information management at the

project level is the procurement method and standard forms of contract adopted. Preference has

evidently been steadily shifting towards systems that allow for collaboration of parties through

the project life cycle in response to changes in clients’ demands and their increased awareness

in construction processes.

2.2.4. The trends in the performance of construction projects

Time, cost and quality achieved at the completion of construction projects are the most

commonly used measures of project success. Measurement of performance is defined as the

evaluation of performance relative to a defined goal (Ali & Rahmat, 2010). They further point

out as noted by Atkinson (1999), the three components of project performance as the “iron

triangle’.

Time overrun is more often referred to as delay defined as time beyond completion date set for

a contract at inception stage (Gamil & Rahman, 2017). It is classified among the most occurrent

problems in the construction industry causing adverse effects on positive project performance.

The concept of cost overrun on the other hand in the construction industry means that a project

failed to achieve its financial objectives by exceeding the contract sum and causing disputes

and litigation which might cause failure and suspension if not an abandonment of a project

(Sunday & Afolarin, 2013).

Mbatha (1986) in research on government project performance found that 73 percent and 39

percent had time and cost overruns respectively showing that time performance was poorer. A

more recent study reveals that only seven of Africa’s top 20 projects under construction are

likely to be completed in time. It is estimated that Nigeria’s transport infrastructure projects

17
cost on average 14 percent more than the initial cost estimates taking approximately 188

percent longer to complete. Only 25 percent of projects in Ghana were completed on time and

within budget. In Kenya, approximately 48 percent of projects report a cost overrun and 87

percent have a time overrun (Okowa, 2018). He further proceeds to quote the reasons why time

and cost overruns are still a major challenge identifying reasons among them being poor front-

end planning, incomplete design documentation, inadequate capability to manage complex

projects, problems in project leadership continuity and poverty in management of risks,

definition of contracting strategy, structuring of the project team and management of the

professional team. All problems whose occurrence and recurrence in a similar pattern in

projects can relevantly be attributed to communication and information management.

The construction industry of Malaysia has had a number of problems delivering quality projects

on time due to the multitude of occupations, professions, and organizations (Ali, 2009). Njenga

(2014) seconds that the construction industry generally has complexities in its nature

containing a large number of parties as clients, contractors, shareholders, regulators, firms,

stakeholders, etc.

With these statistics on project performance from various zones worldwide, it can be identified

that delivery of projects with specific regard to the achievement of the basic implementation

objectives of time cost and quality is still greatly wanting. A significant percentage of projects

in different countries within Africa have and still experience time and cost overruns and the

trend unfortunately continues. It is in fact so rampant, especially with government projects, that

even some of the local developers and professionals, if not majority, in the construction

industry are per se already borderline complacent with that fact which should not be the case

(Okowa, 2018).

18
2.2.5. Miscommunication and Informational conflicts in the construction industry

The construction industry is a competitive and complex environment with participants different

of talent, specialization, and skills working together from various professions; each with their

own goals and expectation to make the most to their benefit. Since these differences, conflicts

are inevitable and if not properly managed turn into disputes, which are among the main factors

preventing successful project completion in the industry (Cakmak & Cakmak, 2013). Yiu and

Cheung (2006) and as cited by Mitkus & Mitkus (2013) stated that conflicts are sometimes

inevitable in the construction industry due to the high differences in interests among

participants.

Today the products of the construction industry have become more complex in nature and with

that more competitive. Furthermore, the multidisciplinary nature of the industry also leading

to more avenues for conflicts among parties. This makes delivery thus a process in which

disputes virtually ensue. In a single project, there are the following participants as identified by

Muriithi (2006):

The client/employer/promoter

The client is the potential owner of the facility. They develop/identify the need for a facility

and therefore initiate the project process. Clients sponsor, through financing, the construction

for their eventual and ultimate utilization.

The consultants

Since most especially private or institutional clients of the construction industry lack skills

necessary to run construction and specialized departments in their organization, they have to

hire services of professionals to help interpret their requirements. These professionals mainly

include Project/construction managers, architects, engineers and quantity surveyors.

19
The contractors

These are the construction companies in charge of the execution of works. From a functional

angle classified into building contractors, civil engineering contractors, specialist service

contractors, for instance, electrical/mechanical contractors and general contractors engaging in

minor construction works of all kind. Depending on their past performances, financial position

and capabilities to handle works, they are categorized by various government bodies into

workload capacity divisions e.g. category 1 to 7 of the NCA for the purposes of contract

awards.

With regard to projects, Taleb.et.al, (2017) cite that Fox (2001) listed lack of face-to-face

meetings, depending on the formal methods not performing enough informal communication

and unclear structures of communication that do not determine how communication takes place

as some of the obstructions to communication. They further cite that Flicker (2002) claimed

that sometimes in projects, goals, and outcomes lack proper setting through unrealistic work

completion durations being scheduled, variations that inconvenience planning and demand

frequent time-consuming meetings.

Conflict is a serious disagreement between parties due to various reasons such as

communication, public interruption, payments, etc. This could give rise to problems including

cost overruns, delay, damage in business relationships, reduced productivity and loss of profit

(Khahro & Ali, 2014). They further point out that conflicts and dispute in construction projects

affect the performance of all stakeholders explained earlier.

Chini and Valdez (2003) argue that many claims, disputes, delays, cost and time overruns,

reworks and variations; generally, conflicts can be traced back to errors and clashes in design,

poor administration of contracts, and lax supervision. Ali (2009) further reveals that there are

many reasons including closures and design changes affecting project performance. Others

20
include inappropriate participants, poor management and leadership, poor relations and

coordination, slow decision-making systems, the absence of motivation, control and

monitoring, inadequate infrastructure, economic conditions, political problems and cultural

problems (UNRWA 2000).

In the construction industry, communication is handled through channels in all organizations

and each department in the organization mandated with disseminating their related information

to formulate completeness in the systems. The complex nature of the industry, however, causes

several concurrent communication problems since no proper channeling is adopted to run the

communication processes (Gamil & Rahman, 2017). They go ahead to cite Lee and Bernold

(2008) who reported a lack of proper data channels and inaccurate data transfers as serious

obstacles to communication in construction thus causing project delays.

Informational conflicts and miscommunication are unavoidable in an industry as complex and

diverse in nature as the construction industry. They manifest in various forms resulting in

unnecessary but apparently unavoidable delays especially where meetings have to be carried

out physically to solve occurrences that would otherwise have simply be solved without the

need for a physical convention in a project scenario. These delays often lead to disruption in

the schedule and eventually consequent cost implications. There is thus need for an

investigation into and the establishment of systems that allow faster resolution of such

conflicts. This study sought to assess the influence management of communication and

information has on project performance as per the conceptualization.

2.3. Theoretical framework

In research by Ogero (2014) mainly on Project Management Information Systems in

construction project delivery, as shown below, the framework has 4 independent variables for

study and one dependent variable as shown below.

21
Figure 2. 1. Theoretical framework

Source: Ogero (2014)

He argues that ability of a project to perform and achieve the three (3) basic implementation

objectives is also linked greatly with organizational procedures and policies as well as the

attitudes towards a shift from the ‘custom’ to aid decision making, management, and efficiency

of processes.

22
2.4. Conceptual framework

The conceptual framework of this research was founded on the relationship and

interrelationship between variables in project success, control, and management. It provides an

insight into how effectiveness, efficiency, quality and the conveyance in information and

communication management impact the performance of projects as relates to economical

completion within schedule and budget, quality and client satisfaction. The chart below relates

the independent variables to the dependent variables and was structured to help the research

design aiming to establish from firms in construction, how the independent variable,

communication and information management, impacts the dependent; project performance.

The relationship between the variables was conceptualized as in the figure below with the

indicators of each variable outline thereunder:

INDEPENDENT VARIABLE DEPENDENT VARIABLE

Communication and information Project performance

Management -Time
-Effectiveness -Cost
-Efficiency - Quality
-Quality of information - Client satisfaction
-Conveyance
Figure 2. 2. Conceptual framework

Source: Author

This study was based on the concept of successful or rather efficient conveyance for the

evaluation of communication and information management effectiveness in the construction

industry.

23
2.5. Research gap

The literature available identified numerous potential factors that could affect the performance

of construction projects with regard to communication as a separate entity to construction

data/information management. There is a lot of it on factors affecting construction performance

worldwide.

Although these significant bodies of knowledge exist especially in the project context, extant

review of the literature suggested that there was a lack of examination theoretically and

empirically to establish the underlying characteristics and interrelationships of the numerous

factors identified with regard to quality communication, information management and attention

on their means of conveyance for delivery by firms and other participants in construction. This

research sought to bridge this gap.

2.6. Summary

Communication and information management form the heart of implemented projects in the

industry of construction where managers consume up to 90% (Taleb H. , et al., 2017) time

communicating with participants in projects. There are however barriers occurrent during these

important processes and they need resolution. They are so important to project success that

they have been referred to as the lifeblood of projects by a significant number of practitioners.

Firms in the industry need to collaborate and integrate information as well as knowledge to

realize project objectives.

Literature available revealed that poor communication and poor information management as

major factors contributing to delays in the construction industry manifest in the form of slow

information flow, rework, wrong interpretations thus wrong designs, improper communication

channels etcetera. The process of communication and information management helps to

24
approach a key connection between parties involved and the relevant information for achieving

successful conveyance and thus performance.

25
 CHAPTER 3. RESEARCH METHODOLOGY

3.1. Introduction

This chapter provides a systematic description of the research methodology that was used in

acquiring analyzing and synthesizing the study data. The main elements discussed are the

research design, target population, sample and sampling techniques, sampling frame, research

instruments, the data collection procedures, and techniques.

3.2. Research design and strategy

This study adopted a descriptive research design. It involved surveys and fact-finding inquiries

of different kinds; the major purpose being description of the state of affairs as existent at

present. This design was deemed suitable for this study as the researcher in this method has no

control over the variables and can only report what has happened or is happening, it also allows

the researcher to establish causes of given phenomena and situations as in the nature of the

third objective herein, and finally descriptive research design also allows for utilization of

comparative and correlational surveys thus factors such analytics as were introduced in the

study (Kothari, 2004). The design was therefore not solely descriptive but also analytical in

nature.

The research strategy majorly involved the analysis of quantitative data but allowed, though

relatively minimally, for some qualitative analyses as well. A mixed approach was adopted for

this study. Closed-ended questions were used to gather quantitative data while open-ended

questions were used to gather the quantitative data.

26
3.3. Nature and sources of data

The information gathered plays a crucial role in the study. Primary data was the main type of

data considered for use in this study. Secondary data was considered in the analysis where

available and adequately relevant/answered the research questions.

3.4. Target population and sampling frame

The target population for this study involved firms in construction dealing with building

construction including Quantity Surveying and Architectural firms within Upper hill, Kilimani,

and Wetlands in Nairobi, Kenya.

Table3. 1. Target population and sampling frame.

Study group Population

1 Architecture firms from BORAQS 196
2 Quantity surveying firms from BORAQS 129
Total 325
Source: NCA and BORAQS websites

3.5. Sampling methods

The following formula, as popularly used in social sciences research was applied, for such a

case of small (referred to as finite) population to calculate the appropriate sample size (Israel,

1992).

𝑧 2 𝑝𝑞𝑁
𝑛=
𝑒 2 (𝑁 − 1) + 𝑧 2 𝑝𝑞

Where:

n is the sample size

N is the size of the population

e is the level of precision (5%)

p is the sample of the population estimated to have the characteristics under consideration

27
q=1-p, the part of the population that lacks the characteristics under consideration

z is the standard normal deviate at the required confidence level (=1.96).

The confidence level is 95%

1.962 𝑥0.95𝑋0.05𝑋325
𝑛=
0.052 (325 − 1) + 1.962 𝑥0.95𝑋0.05

𝑛 ≅ 𝟔𝟎

After determination of the sample size, stratified random sampling method was also adopted

in this research. The process of selecting a sample in such a way that the identified subgroups

in the population are represented in the sample in the same proportion they exist in the

population. It allowed for the selection of equal size samples from each of a number of

subgroups where subgroup comparisons were required (Gwaya, 2016).

Population of the study group

𝑆𝑎𝑚𝑝𝑙𝑒 𝑠𝑖𝑧𝑒 𝑝𝑒𝑟 𝑠𝑢𝑏𝑔𝑟𝑜𝑢𝑝 = 𝑥𝑛
N

Table3. 2. Sample sizes

Study group Sample size

1 Architecture firms from BORAQS 36
2 Quantity surveying firms from BORAQS 24
Total 60
Source: Author

Strategic random sampling was then used to select the respondents by dividing the study group

population by the sample size to establish a figure ‘k’. From a list of all the members in the

population, the researcher then picked every 5th member.

3.6. Methods of data collection and instruments

In the study, questionnaires was the main instrument used for data collection and document

review.

28
3.6.1. Questionnaires

A questionnaire was employed in this research as the tool for data collection. The questions

therein were majorly closed-ended; developed to aid respondents make quick decisions and the

researcher easily code the information obtained for ease and accuracy in subsequent analyses.

This was borrowed from argument as by Sekaran (2003). It was drafted with the queries

soliciting the perspectives of the informants regarding the impact of communication and

information management on the performance of projects in the construction industry.

3.6.2. Reliability and validity

A reliable instrument is argued to be one that consistently gives similar results when repeatedly

used to collect data from the same sample of a population. Reliability directly relates to the

validity of the measure (Mukiibi, 2017). He further notes that it can be less precise to establish

reliability in qualitative research but proceeds to cite a remedying argument by Denzin

&Lincoln (2005) that participant checks, peer evaluation (where another party checks the

researcher’s inferences based on the instrument) and multiple methods are however

convincingly used. Summarily, a questionnaire’s reliability is pegged on the consistency of

responses to the questions therein.

In this study, this was confirmed in a mock exercise. The degree to which results from the

analysis of data actually represent the phenomena under study is validity (Mugenda &

Mugenda, 2003). Validity refers to the level to which an instrument measures what it is

supposed to measure and performs as it is designed to, to the point the truth reflects in the

results and is often measured in degrees since it is not often for an instrument to be 100 percent

valid. Validity in this study was established by the inclusion of a variety of objective questions

in the questionnaire and consultation from experts to ensure the instrument meets the standard.

Pre-testing for reliability was carried out- as earlier outlined- simultaneous with that to ensure

questions were easily understood and especially correct biased questions.

29
The following procedure was used for data collection:

a) Contact was established with the firms selected in the sample

b) Suitable respondents were identified from the selected firms

c) Telephone contact explaining the research and intention to involve the respondents

d) Delivery of the questionnaire by the most appropriate means deemed i.e. physical

delivery or email

e) Respondents were allowed about 5 office days to complete filling the instrument

f) Collection of the questionnaires followed and/or follow-ups on e-mail

3.7. Pilot study and sample group

To ensure the questionnaire employed for this study effectively functioned to capture the data

as intended, a pilot study mocking the data collection process was conducted where a dummy

sample of 20 prequalified respondents without the target sample was used to pretest the

questionnaires before distributing them to the actual respondents. This aimed at checking the

questions for bias and ambiguity so that all were understood equally by all respondents. A

content validity index (CVI) computed by the formula: number of items declared valid divided

by the number of items in the questionnaire was used to test validity as pre-tests progressed.

This was run by administering the instruments to three (3) experts for judgment on the

relevance of each question in providing answers for the study. The questionnaire is declared

acceptable on the achievement of a CVI above 70% (Amin, 2005). This research employed

similar criteria for testing the questionnaire.

30
3.8. Methods of data analysis and presentation

Statistical Package for Social Sciences (SPSS) and/or MS Excel package were used in the

analysis of quantitative data. Descriptive statistics of frequency and percentages were used to

analyze demographic characteristics of respondents and measures of central tendency used to

analyze respondents’ opinions on the study area. Correlational and comparative surveys were

also utilized for formulation of inferences and conclusion.

Quantitative data encountered was analyzed through document review and content analysis,

checked for recurrent issues emergent and relevant in relation to study the questions as well as

literature review, and presented in the results.

Presentation involved the visual display of various findings of the study. For this study, it was

achieved in form of charts, frequency tables, graphs and descriptive reports.

31
 CHAPTER 4. DATA ANALYSIS

4.1. Preliminary Information

4.1.1. Questionnaire response rate

The study targeted a sample size of 60 respondents comprising 36 Architectural and 24

Quantity Surveying firms. Questionnaires were sent out to equivalent numbers of each out of

which, 17 and 16 responded respectively giving a response rate of 47.22% from the

Architectural firms and 66.67% from Quantity Surveying firms. Thirty-three questionnaires

out of 60 distributed were returned adequately filled, registering a 55% response rate.

According to Mugenda and Mugenda (2003), a response rate of 50% to 60% is adequate for

analysis and reporting. This analysis was based on the questionnaires returned on time.

Table 4. 1. Questionnaire response rate

Firm Frequency Sample size Response rate

(%)

Architectural 17 36 47.22

Quantity Surveying 16 24 66.67

Total 33 60 55.00

Source: Author

4.1.2. Duration of Professional Service

From the findings, 30% of the respondents of the research had been in professional service

for at most 5 years, 24% for 6 to 10 years, 18.18% for 11 to 15 years 21 % for 16 to 20 years

and the rest 7% were in professional service for more than 20 years.

32
4.2. Communication and Information Management by Firms in the Construction

Industry

This section sought information on the means of communication used in the construction

industry as well as their levels of usage, management information systems used and the

reasons for their adoption where applicable, management of official and professional

information with focus on production, conveyance and storage, reasons for slow adoption of

technology in the construction industry and finally the influence the construction

procurement systems have on communication and information management.

4.2.1. Means of communication

Reliance on the following means of communication in the construction industry was

established as shown in table 4.2 below.

Table 4. 2. Means of communication; usage levels

Responses Mean Median Mode Range Min. Max.

Phone calls 33 4.79 5 5 1 4 5

Email 33 4.55 5 5 2 3 5

Meetings 33 4.21 4 4 3 2 5

Drive and link sharing 33 3.42 3 3 4 1 5

Social media applications 33 3.42 3 3 4 1 5

Memo 33 2.88 3 3 3 1 4

Common Data Environments 33 2.88 3 3 4 1 5

Teleconferencing 33 2.33 2 3 4 1 5

Post 33 2.24 2 3 3 1 4

Radio 33 1.61 1 1 3 1 4

Fax 33 1.48 1 1 2 1 3

Source: Author

33
Figure 4. 1. Means of communication, usage levels
Source: Author
From the analysis, it can be deduced that phone calls are the most common means of

communication with the highest mean of 4.79 and modal score of 5 followed closely by E-

mails and meetings with means of 4.55 and 4.21 and modal scores of 5 and 4 respectively; all

falling above frequent use on a scale of 1 to 5 (1- Very rarely, 2- Rarely, 3- Occasionally, 4-

Frequently, 5- Very Frequently). On the other end, fax is the least frequently used with the

lowest mean of 1.48 and a modal score of 1. It is narrowly preceded by radio; both falling

below rare use. There is a significant level of usage of drive linking and social media

applications both tying at a mean of 3.42 while the use of common data environments and

memorandums registered a slightly lower level of usage tying at a mean of 2.88.

It is worth noting that, phone calls and emails at the top and fax at the bottom-most

respectively, have notably narrow ranges, all within the range of 2 on both and respective

directions of the scale implying strong relationship in the opinions of respondents on their

level of usage.

34
4.2.2. Management Information Systems

A Management Information System (MIS) was outlined for respondents as a computer-based

system for organization, evaluation and management of departments and/or parties in a firm.

This study sought to establish their level of adoption as well as the general awareness levels

of their existence within firms’ working environments and allowed respondents to indicate in

writing, the various types of software used in their firms.

Table 4. 3. Adoption of MIS

Response Frequency Percent

Yes 12 36.36

No 21 63.64

Total 33.00 100.00

Source: Author

36% of the respondents concurred with reliance on MIS systems in their organizations.

36%
64%

Yes No

Figure 4. 2. Adoption of MIS

Source: Author
This reflects a low adoption level amongst firms in the industry.

35
The software, as indicated, used by the respondents included:

Table 4. 4. MIS software

Software Frequency Respondents Percentage score

Ms. Project 4 33 12.12

Ms. Office Packages 3 33 9.09

Computer Aided Design (CAD) 2 33 6.06

Ms. SQL Server 2 33 6.06

Co. Construct 1 33 3.03

Computer Networking 1 33 3.03

Primavera 1 33 3.03

Total Quality Management (TQM) 1 33 3.03

Source: Author

Ms. Project is relatively used, with 12% of the respondents indicating to use it followed

closely by Microsoft Office packages at 9 percent. Computer Aided Design tied with

Microsoft SQL servers both with 2 entries at 6% while the rest got one entry each and thus a

score of 3% of the total population. 64% of the respondents indicated that MIS systems were

not adopted in their firms.

4.2.3. Reasons for the use of Management Information Systems

From the selection of reasons as to why the respondents use Management Information

Systems provided, each scored as follows out of the total number of 33 responses. No extra

reasons were provided by respondents.

36
Table 4. 5. Reasons for use of MIS

Percentage

Reason Frequency Respondents score

Required by client 11 33 33.33

Required by Project sponsors 11 33 33.33

Used voluntarily 9 33 27.27

Used on trial basis, or occasionally 7 33 21.21

Not certain of reason 5 33 15.15

Source: Author

33% of the respondents cited that the reason their firms employ MIS systems in their projects

is mainly due to requirements by the clients and/or Project Sponsors. 27% indicated

voluntary use, 21% use the systems on a trial basis while 15% were not certain of the reason

why or conditions under which such a system is used. This indicates therefore that it is more

as a result of demand from the clients and project sponsors that firms in the industry will

employ an MIS system for information management and communication than of it being

voluntary.

4.2.4. Management of official and professional information

The research sought the means firms used in the management of their official professional

data with regard to production, conveyance, and storage.

37
4.2.4.1. Production

Table 4. 6. Production

Percentage

Means Frequency Respondents score

Office computer packages 31 33 93.94

Professional software 18 33 54.55

Architectural modelling 17 33 51.52

Manual drafting 13 33 39.39

3D printing 0 33 0.00

Source: Author

The study established that the production of information by means of office computer

packages is the most popular with 94% of the respondents relying on it.

Notably, the use of professional software and Architectural Models are also moderately relied

upon with 55% and 52% in usage amongst the respondents.

40% still relies on manual drafting with zero adoption of 3D printing which is an example of

new technology gaining entry into the market.

38
4.2.4.2. Conveyance

Table 4. 7. Conveyance

Means Frequency Respondents Percentage score

Email 31 33 93.94

Hand delivery 22 33 66.67

Internet based link sharing 19 33 57.58

Poster/Courier 8 33 24.24

Common Data Environments (CDE) 4 33 12.12

Source: Author

Use of emails to convey firms’ professional information and for official communication

scored relatively high at 94%. Following it was conveyance by means of hand delivery at

67% implying a considerable level of popularity slightly over Internet-based link sharing

which scored 58%. Use of common data environments was the least popular at 12%

4.2.4.3. Storage

Table 4. 8. Storage

Means Frequency Respondents Percentage score

Computer Hard drives 27 33 81.82

Filing and Shelfing 23 33 69.70

Cloud-based drives 22 33 66.67

Source: Author

Based on the findings, the most popular means for storage of data amongst firms in the

industry is the use of computer hard drives at 82%. Filling and shelving follow at 70% and

the use of cloud-based drives scored lowest at 67%.

39
4.2.5. The rate of adoption of New Technology in the construction industry

On a scale of 1 to 5, respondents agreed that there is apathy in the construction industry in the

adoption of new technology despite the availability of better means for communication and

information management to a mean level of 3.45. This shows a slight skew from neutral (3)

in the general opinion towards agreement. The responses ranged from strong disagreement

(1) to strong agreement (5) with a modal score of 4 showing wide variations in the opinions

of the respondents on the subject matter but with the majority in agreement.

Table 4. 9. New technology adoption rate

N Mean Median Mode Range Minimum Maximum

33 3.45 4 4 4 1 5

Source: Author

45
40
35
30
25
20
15
10
5
0
Strongly
Disagree Neutral Agree Strongly Agree
Disagree
Percent 12 6 24 39 18
Percent

Figure 4. 3. New technology adoption rate

Source: Author

40
On aggregate 57% of the respondents were in agreement, 24% neutral while 18% disagreed

with the argument in question. This implies a higher level of agreement among the

respondents that disagreement.

Some of the reasons for the slow uptake of technology in the construction industry as

provided by the respondents include:

• Rigidity in nature of the industry. This makes professionals reluctant to adopt new

means of working.

• Some professionals are conservative and prefer conventional means of delivery.

• Lack of exposure to the available technology. This creates a lack of appreciation of

the importance of adopting new means and the efficiency they present.

• High cost implications in the purchase and installation of the available

technological tools.

• This also includes training of staff and administrative costs also commonly

considered high

• Ignorance

• Poor access to information on emerging trends

• Lack of initiative by top level management

• Complacency with traditional means

• Low literacy levels on technology

• General resistance to change with some quoting fear of change

• Some technological advances are too sophisticated thus not much end-user friendly

• The high cost of training and loss of time resources during training

• The construction industry is still largely manual. Some respondents preferred

physical meetings amongst stakeholders to virtual means of human resource

management

41
 • Lack of technical know-how and the skills to handle or manipulate upcoming

technology to realize maximum efficiency

• Association of the systems with a perception of high administrative costs and

likelihood to cause disruptions at entry

4.2.6. Influence of procurement methods and contract

On a scale of 1 to 5, respondents agreed that the procurement method and standard contract

(if any) adopted is of critical influence to the communication and information management

and project execution to a mean level of 3.88. This shows a significant skew from neutral (3)

in the general opinion towards agreement (4). The responses ranged from disagreement (2) to

strong agreement (5) with a modal score of 4 (Agree). No strong disagreement (1) was

registered.

Table 4. 10. Influence of procurement method and contract

N Mean Median Mode Range Minimum Maximum

33 3.88 4 4 3 2 5

Source: Author

35
30
25
20
15
10
5
0
Strongly
disagree Disagree Neutral Agree Strongly Agree
Percent 0 6 30 33 30
Scale

Percent

Figure 4. 4. Influence of procurement method and contract.

Source: Author

42
On aggregate 63% of the respondents were in agreement, 30% neutral while 6% disagreed

with the argument in question. This implies a higher level of agreement among the

respondents than disagreement.

Table 4. 11. Procurement methods usage levels

Method Frequency Percent

Traditional Method 21 63.64

Integrated Methods 7 21.21

Management Oriented Methods 5 15.15

Total 33 100.00

Source: Author

15%

21%
64%

Traditional Method Integrated Methods Management Oriented Methods

Figure 4. 5. Procurement methods usage levels

Source: Author
Table 4.11 and as illustrated in figure 4.5 above indicates that the Traditional/conventional

procurement method is still heavily relied upon, with 64% of the respondents having checked

it as the most common in their projects, in contrast with other methods available; including the

43
methods proved to facilitate the better collaboration of project stakeholders. Integrated

Methods of construction scored 21%, followed closely by Management-oriented methods

(15%); clearly way below the traditional method.

4.3. Performance of construction projects

This section sought to investigate on the time and cost performance of construction projects,

occurrence and the causes of miscommunication.

4.3.1. Time and cost performance

94% of the respondents agreed to have encountered overruns in terms of time and cost in at

least one project they were involved in as illustrated in the chart below.

6%

94%

Yes No

Figure 4. 6. The occurrence of time and cost overruns

Source: Author
4.3.2. . The occurrence of time and cost overruns

The occurrence of time and cost overruns, on a scale of 1 to 5, scored a mean of 3.73

showing an inclination in the general respondents’ opinion to exceed it being occasional (3)

and more closely towards it being frequent (4). The responses ranged from rarely (2) to very

frequently (5) with a modal score of 3 (Occasionally). No score of it is very rare (1) was

registered.

44
It can, therefore, be concluded from these findings that time and cost overruns are a common

occurrence in Kenyan construction projects.

Table 4. 12. The occurrence of time and cost overruns

N Mean Median Mode Range Minimum Maximum

33 3.73 4 3 3 2 5

Source: Author

40
35
30
25
20
15
10
5
0
Very
Very rarely Rarely Occasionally Frequently
Frequently
Percent 0 6 36 36 21
Scale

Percent

Figure 4. 7. The occurrence of time and cost overruns

Source: Author

4.4.Miscommunication in the construction industry

30 (91%) of the 33 respondents agreed to have encountered miscommunication that led to

informational conflicts in at least one project they were involved in as illustrated in the chart

below.

45
 9%

91 %

Yes No

Figure 4. 8. Occurrence of miscommunication

Source: Author
4.4.1. The occurrence of informational conflicts as a result of miscommunication

The occurrence of informational conflicts as a result of miscommunication, on a scale of 1 to

5, scored a mean of 3.45 showing an inclination in the general respondents’ opinion to

exceed it being occasional (3) towards it being frequent (4). The responses ranged from very

rarely (1) to very frequently (5) with a modal score of 3 (Occasionally).

It can, therefore, be concluded from these findings that miscommunication and informational

conflicts are a common occurrence in Kenyan construction projects.

Table 4. 13. Occurrence of informational conflicts

N Mean Median Mode Range Minimum Maximum

33 3.45 3 3 4 1 5

Source: Author

46
 45
40
35
30
25
20
15
10
5
0
Very
Very Rarely Rarely Occassionally Frequently
Frequently
Percent 3 9 39 36 12
Scale

Percent

Figure 4. 9. The occurrence of informational conflicts

Source: Author
4.4.2. Causes of informational conflicts

A selection of common causes of miscommunication was provided for respondents to check

the most common they had experienced in projects. Each scored as follows out of the total

number of responses. No additional cases were provided by respondents.

Table 4. 14. Causes of informational conflicts

Frequency Respondents Percentage score

Poor definition and representation 26 33 78.79

Use of wrong conveyance media 15 33 45.45

Human relation barriers 12 33 36.36

Distortion 10 33 30.30

Organizational barriers 6 33 18.18

Source: Author

Poor definition and representation is the most common cause of informational conflicts in the

construction industry with a percentage score of 79% amongst the total respondents.

47
Significantly higher than the second cause, use of wrong conveyance media at 45%. Human

relational barriers and distortion scored 36% and 30%. Organizational barriers came last at

18%.

4.5. Influence of communication and information management on project performance

To establish the influence of communication and information management to project

performance, quantitative results from data collected were subjected to bivariate correlation

analyses. This was tested on a scale of 0 to ±1 thereby using the Pearson’s Correlation

Coefficient. Correlation of less than 0.3 was considered insignificant, 0.3 to 0.5 correlation

was considered weak while correlation above 0.5 was considered strong (Gogway & Thatte,

2017). The extreme values of r i.e. when r =±1 indicate perfect positive or negative

correlation respectively while an r value of 0 indicates no correlation. The direction of

correlation is borne in the symbol of the value. Positive correlation signifying proportional

variation while negative correlation signifies a relationship of inverse variation. In connection

to correlation testing, the significance level of the results was also assessed. Correlation was

deemed significant within the 0.05 level in this study.

48
4.5.1. Correlation between the occurrence of time-cost overruns and occurrence of

informational conflict in projects

Two indicators for project performance i.e. cost and time were tested for, while communication

and information management was pegged on the occurrence of miscommunication in projects.

The table 4.15 below shows the results for the test as deduced from SPSS.

Table 4. 15. Occurrence of time-cost overruns vs. occurrence of informational conflicts

Correlations

Occurrence of informational conflicts

due to miscommunication

Pearson

The occurrence of time and Correlation

cost overruns Coefficient(r) 0.57

Sig. (2-tailed) 0.029

N 33

Source: Author

The results show a strong positive and significant relationship between the occurrence of time-

cost overruns and occurrence of informational conflicts due to miscommunication within

projects in the construction industry (r=0.57, p=0.029).

49
4.5.2. Correlation between procurement methods and standard forms adopted versus

slow adoption of new technology

The researcher tested for correlation between the influence procurement methods have on

communication and information management and apathy in the adoption of new technology

for the same in the construction industry in Kenya.

Table 4. 16. Procurement methods and standard forms vs. slow adoption of new technology

Correlations

Influence of procurement method

and standard forms of contract on

communication and information

management

Apathy in the adoption of

new technology for

communication and

information management Pearson Correlation 0.66

Sig. (2-tailed) 0.004

N 33

Source: Author

The results show a strong positive and significant relationship (r=0.66, p=0.004).

50
4.5.3. Correlation between the influence of communication and information

management and slow adoption of new technology

The research sought to establish the correlation between agreement with the argument that

communication and information management has an influence on project performance and

slow adoption of new technology for communication and information management.

Table 4. 17. Influence of communication and information management vs. slow adoption
of new technology
Correlations

Influence of communication and

information management on project

performance

Apathy in the adoption of

new technology for

communication and Pearson

information management Correlation 0.46

Sig. (2-tailed) 0.022

N 33

Source: Author

The results show a moderate positive and significant relationship (r=0.46, p=0.022).

51
4.5.4. Correlation between procurement methods and standard forms versus

communication and information management

The research sought to investigate for correlation between the influence various procurement

methods have on communication and information management against the protracted influence

both have on project performance.

Table 4. 18. Procurement methods and standard forms vs. communication and information
management
Correlations

Influence of communication and

information management on

project performance

Influence of procurement

method and standard forms of

contract on communication

and information management Pearson Correlation 0.513

Sig. (2-tailed) 0.002

N 33

Source: Author

A strong positive and significant relationship was registered (r=0.513, p=0.002).

52
 CHAPTER 5. SUMMARY, CONCLUSIONS, AND RECOMMENDATIONS

5.1. Introduction

This chapter contains a summary of the findings, the conclusions, and recommendations of the

study based on the objectives. The chapter also presents suggestions for further study on the

study topic.

The main objective of this research was to investigate and analyze the various communication

means and information management systems adopted in the construction industry to study their

level of influence on the performance of projects and the specific objectives were:

i. to investigate the means of communication and information management used

by firms in the construction industry.

ii. to investigate the performance of projects in the construction industry.

iii. to find out the major causes of miscommunication and informational conflicts

in the construction industry.

iv. to establish the influence of communication and information management on

project performance in construction.

5.2. Summary of findings, discussions and inferences

From the analyses of this research, the findings established are discussed below:

5.2.1. Communication and Information Management by Firms in the Construction

Industry

There are blurred lines on what Management Information Systems imply thus proving lack of

awareness and/or interest in upcoming technological advancements in the industry even

amongst professional practitioners. For instance, 54% and 94% respectively checked the use

of professional software and Office computer Packages for production of professional and

53
official information whereas only 36% concurred with reliance on MIS systems in their

organizations. The inconsistency clearly underlines misunderstanding amongst industry

players on MIS.

In most cases where the modern means of communication and information management are

used, it is more as a result of demand from clients and/or project sponsors than voluntary

adoption thus implying that an increase in awareness on the means available amongst the

consumers of construction products would compel the professionals in consultancy and

construction to adopt them.

There is a lag in adoption of modern means of communication and information management

with respondents citing reasons of complacency, lack of top-level management initiative, low

technology literacy levels, high installation costs, lack of skills and expertise to optimize

implementation of the new means available, fear of disruption that introduction of new ways

of working would cause, general rigidity of the industry and resistance to change.

There is a distinct break between the production, conveyance, and storage of official and

professional information amongst firms in construction.

Whereas the use of Professional software ranked high in the production of information

coming second to the use of office computer packages, its complements under conveyance

(use of CDE) and Storage (cloud-based drives) ranked relatively low being amongst those of

least popularity in their categories thus implying a partial appreciation of modern means of

communication and information management.

5.2.2. Performance of construction projects

Informational conflicts due to miscommunication as well as time and cost overruns were seen

to be close to a common occurrence in projects.

The traditional, and highly structured, procurement method is most popular in the industry. A

contributing factor towards slow adoption of the modern and highly integrated means of

54
communication and information management; as the previous is easily compatible with and is

clearly established with the conventional procedures and means of execution. For the sake of

this research, choice of the procurement system and standard forms of contract adopted, if any,

were associated with the final client satisfaction with the project on execution bearing in mind

that the various methods available perform differently when used in various project situations

as laid out in the client’s brief.

5.2.3. Miscommunication in the construction industry

Quality of professional information produced and conveyed, for the purpose of this study was

pegged on its representation and definition, with regard to clarity of the communication process

to recipient parties. Its poverty was cited as the leading cause of informational conflicts thus

miscommunication.

Other factors however, proved to contribute in significant extents to the occurrence of the

informational conflicts including use of wrong conveyance media, human relation barriers,

distortion and organizational barriers. No additional causes were indicated by respondents,

indicating general concurrence with that those provided for test in this research as the main

encountered in the industry.

5.2.4. Influence of communication and information management on project

performance

There is a high level of acknowledgment amongst firms in the construction industry that

communication and information management is of influence to the performance of projects.

This can be proven from the tests of correlation done under section 4.5.

It is evident from table 4.15, occurrence of time-cost overruns vs. occurrence of informational

conflicts, that the correlation between the dependent and independent variable for this research

is significantly strong and positive in nature. This implies that, was the independent variable

(communication and information management) to change, then a proportional variation in the

55
dependent variable (construction project performance within the Kenyan industry) would be

registered to the effect of 32.5% (r² %).

From table 4.16, procurement methods and standard forms vs. slow adoption of new

technology, it can be established that the procurement method and standard forms of contract

adopted for a project significantly influence the means adopted for communication and

information management. The results indicated the conventional procurement method as being

the most preferred for use in the industry. A high level of agreement in the argument that there

is apathy in the adoption of new technology for communication and information management

reinforces the finding and justifies the conclusion that prolonged use of traditional procurement

methods has been a major contributor towards slowed adoption of technology in the industry.

Table 4.17, influence of communication and information management vs. slow adoption of

new technology, establishes that agreement with the argument that information and

communication management influences project performance has a moderate correlation to

slow adoption of technology for the previous. Keen to be noted here, despite there being 91%

agreement with the argument that, communication and information management is of

influence to project performance, only 57% of the same respondents felt that there is an

apathy in the adoption of new technology for the same in the industry. Taking the difference

in these results, it can, therefore, be concluded that about 34% of the respondents are in

contentment with the status quo due to reasons ranging from ignorance, lack of access to

information and training to fear of change among others as outlined under section 4.2.5.

The choice of procurement influences communication and information management in a

significantly strong and positive nature as can be deducted from table 4.18, procurement

methods and standard forms vs. communication and information management. 26% (r² %) of

variations in the performance of projects with regard to communication and information

management can, therefore, be attributed to the choice of procurement method.

56
5.3. Conclusions

The researcher through this study clearly establishes that:

➢ Communication and information management is a factor of influence to the success of

a project but not solely. Communication and information management influences

project performance in a significantly strong and positive nature. 32.5% (r² % - table

4.15) of variations in the performance of projects in the Kenyan construction industry

can, therefore, be attributed to variations due to communication and information

management.

➢ As discussed in literature review, project performance is a dependent variable that can

be influenced by several other factors such as the competence of the project team, the

planning process, stakeholder management etc. In light of the same, the choice of

procurement method has been found to influence the communication and information

management procedures in a project signifying projected influence to the performance

of projects.

➢ It is evident that indeed, the performance of projects in the Kenyan construction

industry is wanting in terms of execution within time and budget but the professional

stakeholders, due to various reasons, still stick to traditional means of communication

and information management whose quality of information, effectiveness, and

efficiency in the face of continuously growing scales, scopes of works, demand for

construction, increased levels of consumer awareness and competition, are

compromised.

➢ There are blurred lines on what Management Information Systems imply thus proving

lack of awareness and/or interest in upcoming technological advancements in the

industry even amongst professional practitioners.

57
5.4.Recommendations and additional information

Based on these findings and discussions, the researcher recommends the following:

➢ Firstly, there is a need for improvement on the communication and information

management techniques used in the Kenyan construction industry. The best method to

implement this is through creation of awareness on the importance of proper

communication media suited for various project needs. It is evident there is need for

education amongst stakeholders on new and better means available for information and

communication management as well as the use of technology to enhance

communication, project planning, and execution. To improve adoption, there will be

need for the initiative to be implemented from the policy and top-level management

levels in the construction industry as well as increase in voluntary adoption amongst

aware stakeholders.

Furthermore, the industry should focus on R&D to come up with effective and user/cost

friendly software to solve perceived entry inconveniences. Channels also need be

availed where firms can access information on the developments in the construction

industry with regard to management of communication and information.

➢ Secondly, integrative methods of construction need to be advocated for, where

appropriate, to enhance appreciation of collaborative communication and information

management means. R&D should assist in development of standard protocol for

adoption of and quick accommodation of new means of execution with regard to

technology in communication and information management.

➢ Third, the line of communication must be clearly set out from the onset of any project,

interrogated occasionally and critical adjustments made to avoid information loss and

conflicts that could cause miscommunication. Accuracy in construction should be taken

58
care of as the industry is a capital intensive and a major contributor of national

economic growth.

The data storage and recording system adopted is also of much importance for every

communication received and must be friendly in terms of organization for easy access

to past files. It should also guarantee security of information from loss and undue

leakage.

59
 5.5.Summary of conclusions and recommendations
Table 5. 1. Summary of conclusions and recommendations

No. Objective Findings and conclusions Recommendations

a. To investigate the -Phone calls, emails and meetings are the most -Improvement on the
means of relied upon for communication communication and
communication and -Emails are most relied upon for data conveyance information management
information -Office computer packages scored higher than techniques through
management used professional software in production of professional education, awareness
by firms in the information creation and top-level
construction -64% of industry firms acknowledge use of and/or management initiative
industry. are yet to adopt MIS -R&D to come up with
-Adoption of new technology for communication effective and cost/user
and information management is moderately slow friendly software
due to a number of clearly established reasons as -Channels need be availed
per section 4.2.5 of this document for information on industrial
-The main reasons for adoption of MIS systems in developments
projects amongst firms in the industry are more due
to requirement by the clients and/or project
sponsors than voluntary
- Computer hard drives are the most relied upon for
storage of professional information followed by
filing and shelfing above use of cloud-based drives
b. To investigate the -There is a high occurrence of time and cost -Advocate for integrative
performance of overruns in construction projects methods of construction
projects in the -The conventional highly-structured means of procurement
construction procurement are the most popular -R&D for standard and
industry. protocol development in
adoption and quick
accommodation of new
technology
c. To find out the -There is a high occurrence of miscommunication -The line of communication
major causes of that leads to informational conflicts in projects be clearly set out from the
miscommunication -Poor definition and representation of information project onset, interrogated
and informational and use of wrong conveyance media are the most occasionally and critical
conflicts in the common cause of miscommunication adjustments made to avoid
construction information loss and
industry. conflicts

d. To establish the -32.5% of variations in the performance of projects -Research on other factors
influence of in the Kenyan construction industry can be and documentation on their
communication and attributed to variations due to communication and levels of influence on project
information information management performance.
management on -26% variations in performance of projects with -Comparison of findings to
project regard to communication and information aid formulate an ideal project
performance in management attributed to choice of procurement guide.
construction. method
Source: Author

60
5.6.Areas of further studies

Due to the dynamic nature of the construction industry and limitations in research, the

researcher could not comprehensively exhaust on the matters associated with the influence of

communication and information management on project performance. However, he came

across areas he thought were and remain to be of great interest to the industry:

With the entry of different races especially Chinese contractors and professionals into the local

industry, there is a need for investigation on the effect this has on the efficiency of

communication, the extent and influences of language barriers as well as the competition.

There is also need for investigation on other factors influencing performance of projects,

establishment of the extents to which they do as well as comparison and means to remedy

negative influences to establish what an ideal project environment/situation would entail.

Static citations summary (For author’s use)

(Emmitt & Gorse, 2003), (Talbert, 1997), (Cherry, 1978) (Oxford, 2008), (Gartside, 1985), (Ceric, 2003) (Sheetanshu, 2011), (Mehra , 2009),
(Hoezen M. E., 2014), (Somogyi, 1999), (Nutt, 1988) (Lenard & Eckersley, 1997), (Capron, 2000) (Atkin, Borgbrant, & Joseph, 2003), (Busta,
2016) (Foley, 2005) (Seeley, 1997), (Atkinson, 1999), (Mbatha, 1986) (Ali A. S., 1999), (Njenga, 2014) (Yiu & Cheung, 2006) (Taleb H. ,
Ismail, Wahab, Rani, & Amat, 2017) (Chini & Valdez, 2003) (UNRWA, 2000) (George, 2017) (Tam, 1999) (Samelton & Levitt, 1993)
(Howard, Levit , Paulson , Pohl, & Tatum, 1989) (Kajewski & Weippert, 2004) (Matheu, 2005) (Luka, Patricia , & Muhammad, 2014)
(Mohammed & Steward, 2003)

61
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67
 APPENDICES

Appendix I. QUESTIONNAIRE

Research Title: “An Investigation into the Impact of Communication and Information

Management on Project Performance in the Kenyan Construction Industry”

Dear Respondent,

I am a student of Jomo Kenyatta University of Agriculture and Technology pursuing a Degree

in Quantity Surveying. This questionnaire is intended to help me as the researcher to get

information on communication and information management as well as the relationship

between the various means applied and performance of construction projects in Kenya. The

purpose of this study is purely academic and the information given will be treated with the

highest degree of confidence. You have been selected as a respondent for this study. Kindly,

complete the questionnaire to enable the researcher complete the study.

I appreciate your participation in this effort.

Thank you,

Mwangi Frank Maina.

68
69
SECTION A: Preliminary Information

Please tick as appropriate.

1. Title

Architect Quantity Other(specify)

surveyor

2. Duration of professional service(years)

<5 5-10 11-15 16-20 >20

70
From sections B to D, tick or circle the answers that best indicates your opinion on the

question.

SECTION B: Communication and information management by firms in the construction

industry

3. On the scale provided, describe how much you rely on the following means for

communication in your projects.

Very Frequently Occasionally Rarely Very

frequently (4) (3) (2) rarely

(5) (1)

a) Emails

b) Radio

c) Fax

d) Post

e) Memorandums

f) Phone calls

g) Teleconferencing

h) Common Data

Environments

i) Drive and link

sharing

j) Social

applications

k) Meetings

71
4. Do you rely on any management information systems (computer-based systems for

organization, evaluation and management of departments and/or parties) in your

organization or projects?

Yes No

5. If yes, please indicate the software used.

6. If a management information system is used in a project in your organization, identify one

or more of the following reasons why:

a. Required by client

b. Required by project sponsors

c. Used voluntarily

d. Used on a trial basis, or occasionally

e. Not certain of the reason why it is used

72
7. Which means do you use for production and management of official professional

information?

Tick all appropriate under each column. Any other may be stated in spaces thereunder

7a. Production 7b. Conveyance 7c. Storage

Office computer packages. E-mail Filling and shelving

Professional software Internet-based/cloud sharing Computer hard drives

Manual drafting Hand delivery Cloud-based drives

Architectural modelling Post/courier service

3D Printing Common Data Environments

8. There’s apathy in the construction industry with regard to the adoption of new technology

in communication and information management despite its availability.

a) Strongly b) Agree c) Neutral d) Disagree e) Strongly

agree (4) (3) (2) disagree

(5) (1)

9. If in agreement what do you think are the main reasons?

73
10. Which is the most common method of construction project procurement you have

encountered in your projects?

a) Traditional (D.B.B)

b) Integrated methods (BOOT, PPP, DB)

c) Management-oriented methods

11. “Of critical influence to the communication and information management at the project

level is the procurement method and standard forms of contract (if any) adopted.”

a) Strongly b) Agree c) Neutral d) Disagree e) Strongly

agree (4) (3) (2) disagree

(5) (1)

SECTION C: Performance of construction projects

12. Have you encountered cost and/or time overruns in any project you were involved in?

Yes No

13. How would you rate the occurrence of time and/or cost overruns in projects within the

construction industry?

a) Very b) Frequently c) Occasionally d) Rarely e) Very

frequently (4) (3) (2) rarely

(5) (1)

74
14. How much do you agree with that communication and information management has an

influence on the performance of a project?

a) Strongly b) Agree c) Neutral d) Disagree e) Strongly

agree (4) (3) (2) disagree

(5) (1)

SECTION D: Miscommunication and informational conflicts in the construction industry

15. Have you experienced miscommunication that led to informational conflict in a project(s)?

Yes No

16. How would you rate the occurrence of informational conflicts due to miscommunication in

projects within the construction industry?

a) Very b) Frequently c) Occasionally d) Rarely e) Very

frequently (4) (3) (2) rarely

(5) (1)

17. What are the most common causes of miscommunication you have experienced in your

projects?

a) Poor definition and representation

b) Distortion

c) Use of wrong conveyance media

d) Organizational barriers

75
 e) Human relation barriers

f) Other

Please state below any other

18. Any additional information to aid the research may be given hereunder.

Thank you for your participation.

76
Appendix II. RAW DATA
No. Q1. Q2. Q3. Q4.
Email Radio Fax Post Memorandums
Phone calls
Teleconferencing
CDE Drive Social
and link
media
Meetings
sharing
applications

1 QS 16-20 years 5 1 1 3 3 5 3 1 1 3 5 No

2 Arch. <5 5 2 1 1 4 5 2 3 5 4 5 No

3 Arch. 11-15 years 5 2 1 2 2 5 3 3 2 3 4 No

4 QS 5-10 years 5 1 3 3 4 5 3 4 3 3 4 No
5 Arch. 16-20 years 4 2 1 3 2 5 3 3 3 3 4 No
6 Arch. <5 4 2 2 2 2 5 1 1 3 3 4 No

7 Arch. 5-10 years 4 1 1 1 1 5 3 2 5 5 5 No

8 QS 16-20 years 5 2 1 4 3 5 3 2 3 4 5 Yes

9 QS <5 5 1 3 3 4 5 3 4 3 3 4 No

10 Arch. 16-20 years 5 2 2 3 3 5 1 2 4 4 5 Yes

11 QS <5 5 2 2 3 3 4 4 4 4 2 4 No

12 Arch. 5-10 years 4 1 2 2 3 5 2 1 3 4 4 No

13 Arch. <5 4 2 2 3 3 5 2 2 4 4 4 No

14 QS 16-20 years 4 2 3 4 4 4 2 5 3 5 5 Yes

15 QS <5 5 1 1 2 3 5 3 4 4 2 5 No
16 Arch. 11-15 years 4 2 3 3 4 5 2 3 3 5 3 Yes

17 QS 16-20 years 5 1 1 1 2 4 1 3 2 1 4 Yes

18 Arch. 5-10 years 3 1 2 2 2 4 2 4 5 3 3 Yes

19 Arch. 11-15 years 4 2 2 2 4 5 2 2 2 3 4 No

20 Arch. <5 5 1 1 2 4 5 2 5 5 5 5 Yes

21 QS 16-20 years 5 2 1 3 3 4 2 1 4 1 3 No

22 Arch. 5-10 years 3 4 1 1 4 5 2 4 4 4 4 Yes

77
No. Q1. Q2. Q3. Q4.

23 Arch. 16-20 years 5 3 2 2 3 5 1 3 4 5 4 Yes

24 QS <5 5 1 1 4 3 5 3 5 5 5 4 Yes

25 Arch. 16-20 years 4 1 1 3 2 5 1 1 1 1 4 No

26 QS <5 5 1 1 1 1 5 2 5 5 5 5 Yes

27 QS 11-15 years 5 1 1 3 3 4 3 3 3 3 5 No

28 QS 5-10 years 5 1 1 1 3 5 1 1 5 5 5 No

29 QS >20 4 3 1 1 3 5 3 3 1 4 3 Yes

30 Arch. <5 5 1 1 2 4 5 3 1 5 2 4 No

31 QS 5-10 years 5 1 1 1 1 5 5 4 5 5 5 No

32 QS >20 5 1 1 2 2 4 3 3 1 3 2 No

33 Arch. 5-10 years 4 2 1 1 3 5 1 3 3 1 5 No

78
No. Q5. Q6.
.

1 N/A Required by client

2 N/A Not certain of the reason why it is used

3 N/A Required by project sponsors

4 N/A Required by client

5 N/A Required by project sponsors
6 N/A Not certain of the reason why it is used

7 N/A Used on trial basis, or occasionally

8 Computer networking Used voluntarily;Used on trial basis, or occasionally

9 N/A Required by client;Required by project sponsors

10 TQM Required by client

11 N/A Required by client;Used voluntarily

12 NA Used voluntarily

13 N/A Required by client;Required by project sponsors;Used voluntarily

14 M/S Project Required by client;Used voluntarily

15 No Required by client;Required by project sponsors

16 MS Excel Required by project sponsors

17 Co-construct Not certain of the reason why it is used

18 Archicard Used voluntarily

19 N/A Used on trial basis, or occasionally

20 ms projects Used voluntarily

21 N/A Required by project sponsors
Required by client;Required by project sponsors;Used on trial basis, or
22 Cad, ms project occasionally

79
No. Q5. Q6.

MS Project / Primavera / Microsoft

23 SQL server Used voluntarily

24 Office 365 Used voluntarily

25 NA Not certain of the reason why it is used

26 Office servers Used voluntarily

27 N/A Required by client

28 N/A Not certain of the reason why it is used

29 Microsoft word office and Excel Required by project sponsors

30 N/A Not certain of the reason why it is used

31 N/A Not certain of the reason why it is used

32 N/A Required by client

33 N/A Used voluntarily

80
No.
. Production
1 Office computer packages
Office computer
packages;Professional
2 software;Manual drafting
Office computer
packages;Professional
3 software;Manual drafting
Office computer
packages;Professional
4 software;Manual drafting
5 Office computer packages
6 Professional software
7 Office computer packages
Office computer
packages;Professional
8 software;Manual drafting
Office computer
packages;Professional
9 software;Manual drafting
10 Office computer packages
11 Office computer packages
Office computer
packages;Professional
12 software;Manual drafting
Office computer
packages;Professional
13 software;Manual drafting
14 Office computer packages
Office computer
15 packages;Professional software
16 Office computer packages
Office computer
17 packages;Professional software
18 Professional software
Office computer
packages;Professional
19 software;Manual drafting
20 Office computer packages
21 Office computer packages
Office computer packages;Manual
22 drafting
Q7.
Conveyance
Email;Hand
delivery;Poster/courier services
Email;Internet based link
sharing;Hand delivery
Email;Internet based link sharing
Email;Hand delivery
Email
Email
Email;Internet based link
sharing;Hand delivery
Email;Hand delivery
Email;Internet based link
sharing;Hand
delivery;Poster/courier services
Email
Email
Email;Internet based link
sharing;Hand delivery
Email;Internet based link
sharing;Hand delivery
Email;Internet based link
sharing;Hand delivery
Email;Hand delivery
Email
Email;Internet based link
sharing;Hand delivery
Email
Email;Internet based link
sharing;Hand
delivery;Poster/courier services
Email;Internet based link
sharing;Hand delivery
Email
Internet based link sharing;Hand
delivery
81
Storage
Filing and shelfing;Computer hard
drives
Filing and shelfing;Computer hard
drives;Cloud-based drives
Computer hard drives;Cloud-based
drives
Filing and shelfing;Computer hard
drives;Cloud-based drives
Computer hard drives
Cloud-based drives
Filing and shelfing;Computer hard
drives
Filing and shelfing;Computer hard
drives;Cloud-based drives
Filing and shelfing;Computer hard
drives;Cloud-based drives
Computer hard drives
Computer hard drives
Filing and shelfing;Computer hard
drives;Cloud-based drives
Filing and shelfing;Computer hard
drives;Cloud-based drives
Computer hard drives;Cloud-based
drives
Filing and shelfing;Cloud-based
drives
Computer hard drives
Filing and shelfing;Computer hard
drives
Computer hard drives
Filing and shelfing;Computer hard
drives;Cloud-based drives
Filing and shelfing;Computer hard
drives;Cloud-based drives
Computer hard drives
Filing and shelfing;Computer hard
drives;Cloud-based drives
No.
Office computer
23 packages;Professional software
Office computer
packages;Professional
24 software;Architectural modelling
Office computer
packages;Professional
software;Manual
25 drafting;Architectural modelling
Office computer
26 packages;Professional software
27 Office computer packages
Office computer
packages;Professional
software;Manual
28 drafting;Architectural modelling
29 Office computer packages
Office computer
30 packages;Architectural modelling
31 Office computer packages
Office computer
packages;Professional
32 software;Manual drafting
Office computer packages;Manual
33 drafting;Architectural modelling
Q7.
Email;Internet based link
sharing;Hand
delivery;Poster/courier services
Email;Internet based link
sharing;Hand
delivery;Poster/courier
services;Use of taxify delivery
service...taxify boda to deliver
letters
Email;Internet based link
sharing;Hand
delivery;Poster/courier services
Email;Hand delivery
Email
Email;Internet based link
sharing;Hand
delivery;Poster/courier services
Email
Email;Internet based link sharing
Email;Internet based link
sharing;Hand
delivery;Poster/courier services
Email;Internet based link
sharing;Hand delivery
Internet based link sharing;Hand
delivery
82
Filing and shelfing;Computer hard
drives;Cloud-based drives
Filing and shelfing;Cloud-based
drives
Filing and shelfing;Computer hard
drives;Cloud-based drives
Filing and shelfing;Cloud-based
drives
Filing and shelfing
Filing and shelfing;Computer hard
drives;Cloud-based drives
Cloud-based drives
Filing and shelfing;Computer hard
drives;Cloud-based drives
Filing and shelfing;Computer hard
drives;Cloud-based drives
Filing and shelfing;Computer hard
drives;Cloud-based drives
Filing and shelfing;Computer hard
drives
No. Q8. Q9.
. If in in
There's apathy agreement above, what
the construction do you
industry think
with are to
regard theadoption
reasons?of new technology in communication and inform
The construction industry is very rigid in nature making industry professionals reluctant to
1 4 adopting new methods.

2 3 N/A

3 5 People lack the exposure as well as cost implications of these softwares

Most construction industry are embracing emerging information technology with some being
conservative
4 3
5 4 the lack of understanding of the importance of such softwares and how efficient they are.
6 4 Lack of access to latest techonological advancements and ignorance as well
Construction is a practical process and mainly involves physical management of people as a
resource.in my view,one on one meetings are more effective in construction as opposed to
7 4 communication via softwares

8 5 High cost of installation

9 3 Most construction firms are adopting emerging technology needs while others are conservative
Poor top management
10 4 Lack of a support team in the industry
11 4 Cost of acquisition

12 4 Majority don't understand the major merits over the normal systems

13 2 N/A

14 5 It will be hard to tamper with it as it will give proper storage of data.

15 4 Slow adaptation
16 4 Insufficient awareness in proper methods of technology and information management
People are resistant to change, some are not user friendly hence sophisticated to be understood by
17 4 the client
18 3 N/A

19 4 High cost of adapting and training

20 4 Softwares are very expensive to acquire and time consuming to learn

21 5 Most stakeholders still associate systems with high administrative costs.
Different literacy levels btwn different professionals
22 4

83
No. Q8. Q9.

Lack of technical knowhow on the best technology to use, required skill set and also software
23 5 pricing

24 1 N/A

25 3 Probably due to lack of proper information of such newly available technology

26 2 N/A

27 3 No education on technology

28 1 N/A

29 5 To increase efficiency in the industry

30 3 Abided by the tradition

31 1 N/A

32 3 Low uptake by stakeholders

33 1 Fear of change

84
No. Q10. Q11. Q12. Q13. Q14. Q15. Q16.
.

1 Traditional method 5 Yes 5 5 Yes 3

2 Integrated methods 3 Yes 5 5 Yes 4

3 Traditional method 4 Yes 4 5 Yes 5

4 Integrated methods 5 Yes 3 5 Yes 4

5 Traditional method 3 Yes 4 5 Yes 3
6 Traditional method 4 No 2 5 Yes 4

7 Traditional method 4 Yes 5 5 Yes 5

8 Traditional method 4 Yes 4 4 Yes 3

9 Integrated methods 5 Yes 3 5 Yes 3

10 Management oriented methods 4 Yes 4 5 Yes 5

11 Traditional method 3 Yes 4 4 Yes 3

12 Traditional method 5 Yes 5 5 No 4

13 Integrated methods 3 Yes 3 4 Yes 3

14 Traditional method 4 Yes 4 4 No 3

15 Integrated methods 4 Yes 4 4 No 3

16 Traditional method 3 Yes 3 4 Yes 2

17 Traditional method 5 Yes 2 5 Yes 3

18 Management oriented methods 3 No 3 4 Yes 4

19 Traditional method 3 Yes 3 4 Yes 4

20 Traditional method 5 Yes 5 5 Yes 4

21 Management oriented methods 4 Yes 4 4 Yes 4

22 Traditional method 4 Yes 4 5 Yes 3

85
No. Q10. Q11. Q12. Q13. Q14. Q15. Q16.

23 Integrated methods 5 Yes 4 4 Yes 4

24 Traditional method 5 Yes 3 5 Yes 5

25 Traditional method 2 Yes 4 2 Yes 3

26 Traditional method 3 Yes 5 5 Yes 4

27 Traditional method 5 Yes 3 5 Yes 2

28 Traditional method 3 Yes 3 5 Yes 4

29 Management oriented methods 4 Yes 3 4 Yes 2

30 Management oriented methods 4 Yes 3 5 Yes 1

31 Integrated methods 5 Yes 5 3 Yes 3

32 Traditional method 2 Yes 3 2 Yes 3

33 Traditional method 3 Yes 4 4 Yes 4

86
No. Q17.
.

1 Organizational barriers

2 Poor definition and representation;Human relation barriers

Poor definition and representation;Use of wrong conveyance media;Organizational barriers;Human relation

3 barriers

4 Poor definition and representation;Distortion

5 Poor definition and representation;Distortion;Human relation barriers
6 Poor definition and representation

7 Poor definition and representation

Poor definition and representation;Distortion;Use of wrong conveyance media;Organizational barriers;Human

8 relation barriers

9 Poor definition and representation;Distortion

10 Poor definition and representation

11 Poor definition and representation;Organizational barriers;Human relation barriers

12 Poor definition and representation;Distortion

13 Poor definition and representation;Human relation barriers

14 Use of wrong conveyance media

15 Poor definition and representation;Use of wrong conveyance media

16 Poor definition and representation;Organizational barriers

17 Distortion;Organizational barriers;Human relation barriers

18 Distortion

Poor definition and representation;Distortion;Use of wrong conveyance media;Organizational barriers;Human

19 relation barriers

20 Poor definition and representation;Distortion

21 Poor definition and representation

22 Poor definition and representation;Organizational barriers

87
No. Q17.

23 Poor definition and representation;Distortion

24 Poor definition and representation;Distortion;Human relation barriers

25 Poor definition and representation;Distortion;Human relation barriers

26 Poor definition and representation

27 Poor definition and representation;Human relation barriers

28 Poor definition and representation

29 Distortion;Human relation barriers

30 Organizational barriers

31 Poor definition and representation;Distortion

32 Distortion;Use of wrong conveyance media

33 Poor definition and representation;Organizational barriers

88
No. Q18.
.

1 N/A

2 N/A

3 N/A

4 N/A
5 N/A
6 N/A

7 N/A

The best method to improve communication in the industry is to create awareness on the importance of
proper communication medium suited for project needs. Furthermore, the industry should focus on R&D to
8 come up on the effective and cost friendly softwares to solve the issues of unaffordability of the softwares.

9 N/A

10 N/A
11 N/A

12 N/A

13 N/A

14 N/A

15 N/A
16 N/A

17 Compare working with different races, language barrier becomes a huge challenge. Exemplify on this....
18 N/A

19 N/A

20 N/A
21 N/A

22 N/A

89
No. Q18.

The line of communication must be clearly set out at the onset of any project.
It must be interrogated occasionally and critical adjustments made to avoid information loss and conflicts.
Data storage system is of most important for every communication recieved and must be friendly in terms
23 of easy access to past instructions filings.

24 N/A

25 N/A

26 N/A
There is need for education to all parties in the construction industry on the use of technologies to ease
27 communication and project planning

28 N/A

29 N/A

30 N/A

31 N/A

32 N/A

33 N/A

90