Abstract:
Crisis management is a critical project performance function and its failures can result into serious harm to stakeholders and project closure. In the 1950s, St Louis experienced collapse of Pruitt-Igoe housing projects as a result of state indifference ( Ovanhouse,R.T 2009), the Roll back malaria project experienced financial crisis which led to increase in Malaria infection, meanwhile in South Africa Goal technology project also collapsed due to ineffective strategy, Lake Turkana fish processing experience severe crisis and lastly the Maize cob factory in Eldoret failed due to crisis. The crises existence in Gait Lab project can be traced to the management of various processes including- technology, stakeholder activism and strategic planning. Knowledge of crisis management will be useful to project designers and project implementers in- various capacities. Thus, the purpose of the study was to determine the influence of crisis management on project performance. The objectives of the study were to: establish the influence of technological crisis in the performance of Gait Lab project; determine the influence of stakeholder activism on performance at Gait Lab project and evaluated the influence of management strategies in the management of crises in Gait Lab Project. The study adopted mixed method research design with a target population of 1057. The study employed a stratified random sampling technique and Yamane’s formula for determining sample size which yielded a sample of 290 project stakeholders. Data collection was grasped using questionnaires and interview schedule. The instruments were validated by the supervisors and a Cronbach alpha co-efficient was then affianced in order to determine reliability. Quantitative data was examined with the use of descriptive and inferential statistics, and presented on graphs and tables, while qualitative data analyzed using themes and sub themes followed by quotations for presentation. The results showed a moderate positive relationship between efficient information flow(r =.335; p= .000; α = .05) and project performance in Gait Lab project. The results further revealed a strong positive relationship between pressure(r =.581; p= .000; α = .05) and enhanced project performance in Gait Lab project. The results finally, indicated a positive relationship between training & seminars(r =.623; p= .000; α = .05) and enhanced project performance in Gait Lab project. It was therefore recommended that, for enhanced project performance, technological crisis, stakeholder activism and management strategies should be assured. Finally, further studies narrow down the influence of each crisis management indicator on enhanced project performance in Gait Lab project. The information provided by this research will be of benefit to policymakers, community members and academicians.
