Abstract: To stay relevant and maintain clientele growth, Kenyan banks are progressively working on introducing new and innovative products and service channels to leverage changing technology. The establishment of these new products and channels is regularly conducted through IT project teams which comprise of the bank and non-bank staff particularly when the new technology is purchased from external parties. Although it is likely that projects run by banks would be smooth and eventually deliver on the anticipated benefits for the business, many examples have been witnessed in the Kenyan banking industry whereby IT projects that were planned to take just six months have been very unsuccessful taking more time, costing more money than budgeted and delivering far less benefits that were anticipated. Based on the above-mentioned disclosures, the researcher aimed to find out the factors affecting the success of Information Technology projects in Kenyan banks a case study of Chase Bank Kenya as a case study. The dependent variable for the study was the success of Information Technology projects, and the independent variables were Project Planning, Project Management Team, Project communication, and Project Monitoring and evaluation. The study used descriptive research design approach to analyze Chase Bank Kenya from where a target population of 100 staff at head office which engages on operations of project management was identified as the target population. The sample size was 80 which was calculated at using Yamane formula. Data collection was done through structured questions in a questionnaire to collect qualitative. The scope of the study was limited to the six projects started and completed at Chase Bank Kenya from 2014 to 2018. Findings established that: project planning influences project implementation at (P=0.001); there is no significant relationship between team management and project management (P=0.206); there is a positive correlation between communication and project management (P=0.001) and project monitoring and evaluation influences project implementation at (P=0.001). The researcher concludes that that planning, communication and monitoring and evaluation influenced project implementation to a great extent while team management influence project implementation to a moderate degree. The researcher recommends that all project stakeholders should be involved from the initiation stage to completion of the project as well as allocating proper allocation of resources to avoid underutilization.
Keywords: Project Management, Project Communication, Project Implementation.
Title: FACTORS INFLUENCING IMPLEMENTATION OF INFORMATION TECHNOLOGY PROJECTS IN BANKING INDUSTRY: A CASE OF CHASE BANK KENYA LIMITED
Author: Elizabeth Wairimu Karingithi Baraka, Dr. Yusuf Muchelule
International Journal of Computer Science and Information Technology Research
ISSN 2348-1196 (print), ISSN 2348-120X (online)
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