ASSESSING THE EFFECTS OF PROJECT MANAGEMENT TOOLS ON TEAM

PRODUCTIVITY AND COLLABORATION IN NON-GOVERNMENTAL

ORGANIZATIONS: A CASE STUDY OF PAMOJA CBO, KISUMU COUNTY, KENYA

BY
NJORE VIVIAN NYARUMBA

A RESEARCH PROJECT SUBMITTED IN PARTIAL FULFILLMENT OF THE

REQUIREMENT FOR THE AWARD OF DIPLOMA IN PROJECT MANAGEMENT
TO THE KENYA INSTITUTE OF MANAGEMENT
JULY 2024
DECLARATION
Declaration by the student
This research project is my original work and has not been presented to any other examination
body. No part of this research should be reproduced without my consent or that of The Kenya
Institute of Management.

Name Sign Date

KIM/DPM/373085/24

Declaration by the supervisor

This research project has been submitted for defense with my approval as The Kenya Institute
of Management Supervisor.

Name Sign Date

2
Lecturer supervising

For and on behalf of The Kenya Institute of Management

Name Sign Date

Branch Manager — Kisumu Branch

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TABLE OF CONTENTS

Declaration ii

Table of Contents iii

Operational Definitions of Terms vi

Abstract vii

Chapter 1 1

1.1 Introduction 1

1.2 Background of the Study 2

1.3 Statement of the Problem 4

1.4 Objective of the Study 5

1.4.1 Specific Objectives 5

1.5 Research Questions 6

1.6 Significance of Study 6

1.7 Limitations of Study 7

1.8 Scope of Study 8

Chapter 2 11

2.0 Literature Review 11

2.1 Introduction 11

2.2 Review of Theoretical Literature 11

2.2.1 Project Management Tools and Team Productivity 11

2.2.2 Project Management Tools and Team Collaboration 12

2.2.3 Project Management Tools and Quality of Outputs 12

2.2.4 Project Management Tools and Stakeholder Satisfaction 12

2.3 Review of Critical/Analytical Literature 13

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2.3.1 Team Productivity 13

2.3.2 Team Collaboration 14

2.3.3 Quality of Outputs 14

2.4 Summary and Gaps to be Filled 14

2.5 Theoretical and Conceptual Framework 15

2.5.1 Theoretical Framework 15

2.5.1.1 Technology Acceptance Model (TAM) 15

2.5.1.2 Diffusion of Innovations Theory 16

2.5.1.3 Resource-Based View (RBV) 16

2.5.1.4 Socio-Technical Systems Theory 17

2.5.1.5 Task-Technology Fit Model 18

2.5.2 Conceptual Framework 18

2.6 Empirical Review 19

Chapter 3 22

3.0 Research Methodologies 22

3.1 Introduction 22

3.2 The Study Design 22

3.3 Target Population 22

3.4 Sampling Design 23

3.5 Data Collection Methods and Instruments 23

3.6 Reliability and Validity 24

3.7 Data Analysis Methods and Procedures 24

References 26

Appendix 30

Questionnaire 30

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Section A: Demographic Information 30

Section B: Use of Project Management Tools 31

Section C: Impact on Team Productivity 31

Section D: Impact on Team Collaboration 32

Section E: Impact on Quality of Outputs 33

Section F: Training and Familiarity with Project Management Tools 34

Section G: Open-Ended Questions 34

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Operational Definitions of Terms
1. Team Productivity: The efficiency and effectiveness with which team members
complete project tasks and achieve goals within a specified time frame.
2. Team Collaboration: The extent to which team members work together, share
information, and support each other to achieve common project objectives.
3. Quality of Outputs: The standard of the deliverables produced by the team, measured
against predefined criteria and stakeholder expectations.
4. Project Management Tools: Software applications and platforms used to plan, execute,
and monitor project activities, including task management, scheduling, communication,
and resource allocation.
5. Features of Project Management Tools: Specific functionalities within project
management tools, such as task tracking, real-time communication, file sharing,
reporting, and analytics.
6. Training and Familiarity with Project Management Tools: The level of knowledge
and proficiency that team members possess regarding the use of project management
tools, often gained through formal training sessions or hands-on experience.
7. Task Coordination: The process of organizing and managing tasks among team
members to ensure efficient completion of project activities.
8. Time Management: The ability to plan and control how much time to spend on specific
activities to increase efficiency and productivity in project execution.
9. Stakeholder Satisfaction: The degree to which the needs and expectations of
stakeholders (including clients, beneficiaries, and partners) are met by the project
outcomes.
10. Project Execution Efficiency: The effectiveness with which project tasks and activities
are carried out, measured by the ability to meet deadlines, stay within budget, and
achieve project goals.

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Abstract
This research proposal aims to evaluate the impact of project management tools on team
productivity and collaboration within the Pamoja Community-Based Organization (CBO) in
Kisumu County, Kenya. The study seeks to analyze how the utilization of project management
tools influences key dependent variables: team productivity, team collaboration, quality of
outputs, and stakeholder satisfaction. By employing a case study approach, this research will
investigate the extent to which project management tools enhance task coordination,
communication, and overall efficiency in project execution. The study will also assess how these
tools affect the quality of project deliverables and stakeholder satisfaction levels. Data will be
collected through surveys, interviews, and observation, ensuring a comprehensive understanding
of the impact of project management tools on various aspects of project management within
Pamoja CBO. This research aims to provide valuable insights into the effectiveness of project
management tools in non-governmental organizations, contributing to improved project
outcomes and stakeholder engagement.
Keywords: Project Management Tools, Team Collaboration, Non-Governmental
Organizations (NGOs)

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Chapter 1

1.1 Introduction
This chapter aims to give the general picture of the research study with emphasis on
the effects of the adoption of project management on the efficiency of the team. Self-
generated tools to be used in this study will include identifying the degree to which the tools
improve task coordination, time management, outputs, and stakeholder satisfaction of Pamoja
CBO in Kisumu Country Kenya.
Another important concept in a modern organization is the concept of Team
performance which refers to how well the members in a group effectively and efficiently
accomplish the assigned tasks. Internationally the trend has shown that there is usually a
correlation of increased productivity with the use of modern project management techniques.
For example, a study conducted in 2017 by PMI, found that organizations that implemented
standardized project management practices achieved more than the organizations that had no
practices by 28 percent. Studying the African experience, numerous experts have indicated
that the effective application of tools for effective project management can increase the
efficiency of the teams several times (Damoah & Akwei, 2017). In Kenya, Wanyama and
Mbugua (2018) conducted a study to determine the impact of project management tools
among NGOs and found that those NGOs’ utilizing project management tools realized
improved task accomplishment rates and resource management.
Team communication can be defined as the process through which members actively
participate within a team and share as well as exchange information in an appropriate manner.
Communication and cooperation with team members are critical to projects depending on
other members and can be enhanced by project management tools that improve how they are
done. Collaboration tools such as Google worskpace, zoom, microsoft project, Microsoft
Teams, and the like have changed how people work like document stated by McKinsey and
Company (2016) showed that they increase efficiency by 25%. In the Kenyan context,
Mwangi (2020) in a study established that the organizations that incorporated CPMT carried
out projects were more cohesively managed as well as effective in terms of communication.
The quality of outputs is another important dependent variable that shows the level of
compliance of the deliverables to the desired standards by the team. This research establishes

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that outputs produced must be of high quality to meet the expectations of their stakeholders
besides fulfilling the project goals. According to the global thrust from Standish Group as of
2015, projects with effective and strong PM tools and methods discussed above attained a
high success level, at 62%, for strictly delivering quality outcomes. Other related studies
conducted in Kenya by Kiprotich and Wamukoya (2019) affirmed that among NGOs that had
embraced these tools, they received better results on their projects as well as the highest
satisfaction among the stakeholders.
Thus, the organization where this study is going to be conducted, Pamoja CBO, is a
community-based organization based in Kisumu County, Kenya. It covers projects in the field
of development that concern various aspects of the lives of the people living in the
communities. The necessity to apply effective PM practices to the organization’s projects
makes it an excellent candidate for research on the influence of specific PM tools affecting
team performance and cooperation. These variables will further be discussed in this chapter
alongside the improvements in these variables about the competence and efficiency of project
management tools.
1.2 Background of the Study
It is important to state that the use of project management tools in boosting team
performance is essential in the current society. Nevertheless, their effect on non-governmental
organizations (NGOs) is a rather studied topic, especially in the Kisumu County of Kenya.
This gap forms the focus of this research by looking at how these tools influence team
productivity, and team collaboration, as well as the quality of the work generated in Pamoja
CBO.
Around the world, project management tools have been procured and this has
enhanced the work productivity of teams or groups. According to the research conducted by
PMI (2017), more firms that implemented the use of project management tools received
project objectives by 28% compared to other firms. As with other regions, the application of
these tools in Europe and North America has been associated with improved accomplishment
of the tasks and optimal affairs of the resources (Duggan, 2016). Most NGOs in the African
continent face productivity concerns mainly because of the poor management of projects. For
instance, Damoah and Akwei’s study in Ghana depicted that in many cases of project failures,
issues of coordination in tasks and management of resources were evident. In Kenya,

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Wanyama and Mbugua’s study made a similar conclusion, observing that NGOs that
implement the tools received an overall improvement in project management productivity due
to improved assignment of tasks and tracking of their completion.
An efficient collaboration of the team members is essential to the successful
completion of every project. Interacting through such tools as Google worskpace, zoom,
microsoft project and Microsoft Teams has become the new norm in the global workplace.
From McKinsey, they postulated that the effectiveness of social technologies can increase
collaboration which would equate to a 15%-25% boost in efficiency. Despite the collaborative
systems being intact, interaction in the African setting is still problematic due to fixed
infrastructural and technological facilities. Nevertheless, literature evidence has argued that
the implementation of project management tools can reduce such adversities. For instance,
Mwangi (2020) showed that organizations operating in Kenya held their discussions and
communications using collaborative tools to enhance the creation of project bonds, thereby,
enhancing success.
Another dimension of projects, which is significant when it comes to defining the
success level of the project is the quality of the project outputs. In other parts of the world, the
application of project management tools has been attributed to the production of better-quality
goods and services. Standish Group (2015) noted that projects that incorporated excellent PM
tools were successful in delivering value-added products/ outcomes, and this was confirmed to
have a 62 percent success level. Stakeholders in Kenya have, more recently, put more demand
on quality, making development place more focus on quality. Kiprotich and Wamukoya
(2019) conducted research and revealed that NGOs applying project management tools were
not only able to complete projects within deadlines but also ensured that their outputs
exceeded the expected quality to meet stakeholders’ expectations.
Pamoja CBO, located in Kisumu County, Kenya, mainly concerns development
projects that meet the aspects of the communities’ welfare. Yet, they are critical in the
functionality of the organization, Pamoja CBO has challenges in how it manages projects
particularly due to, restricted funding and coordination complications. This research will
determine the level to which the use of project management tools can remedy these
difficulties, with the focus placed on the effects on productivity and interaction of the team as
well as output quality. On this account, the study seeks to establish the above-stated variables

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to gain an understanding of the extent to which project management tools may increase the
impact of NGO projects. The results obtained will enrich the debate on how efficiencies in
NGO operations can be achieved particularly through the use of certain tools.
1.3 Statement of the Problem
The main problems of managing projects of the Pamoja Community-Based
Organization (CBO) in Kisumu County, Kenya are acute. The tools require the management
of projects and can be instrumental in increasing the efficiency, effectiveness, and quality of
the outcomes of the projects; however, their adoption and utilization in Pamoja CBO and
similar NGOs are still restricted. This limitation hampers the overall cooperation in
completing tasks, envisaged communications, schedule delays in project implementation, and
low quality of work which define the level of satisfaction of stakeholders (Mwangi, 2020;
Wanyama & Mbugua, 2018).
By applying project management tools, the project outcomes have been enhanced in a
great way. Nevertheless, numerous NGOs operating in developing areas such as Africa and
more so Kenya are drudging in the application of these tools as a result of several hindrances
such as lack of sensitization, training, as well as resources (Damoah & Akwei, 2017). Prior
works focus on the general advantages of these tools but fail to capture how these impacted
productivity and collaboration in Kenyan-based NGOs. For example, while Kiprotich and
Wamukoya (2019) explore the potential benefits of project management in Kenyan NGOs,
further detailed qualitative research is required on how effectively practical application
strengthens productivity and team cooperation in organizations of the sort as Pamoja CBO.
This research aims to address the above-mentioned research gap by conducting a
comprehensive assessment of the effects of implementing project management tools on
Pamoja CBO’s team productivity and cooperation. Hence, the study intends to offer relevant
findings and recommendations that may supplement the productive management of Pamoja
CBO as well as other like-minded organizations by fetching improved results in managing set
projects as well as satisfying the clients or stakeholders.
Although project management tools are known to have merits in the fulfillment of
projects, their incorporation and efficient utilization in other small non-governmental
organizations like Pamoja CBO pose some difficulties. These challenges include a lack of
adequate and constant funds to buy and upgrade efficient tools, a lack of training of personnel,

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and reluctance of workers to alter their working techniques from manual methods to computer
technologies (Kane, 2017). These challenges end up causing inefficiency in the use of these
tools which in one way or another hampers their usefulness in improving teamwork and
collaboration (Gartner, 2019).
Moreover, research to a great extent explores the consequences of project
management tools in the context of the commercial sector and with low emphasis on NGOs
especially in the developing areas of the world including Kisumu County, Kenya (Karim,
2018). This absence of analysis suggests that there is a pressing need for research that is more
specific regarding the operating circumstances of NGOs. Failure to find large-scale studies
that address these factors means the research area lacks the necessary knowledge that this
study will try to provide.
It is therefore important to understand how such project management tools can be
utilized in organizations such as Pamoja CBOs given the fact that resources are very limited
and efficiency in project implementation is imperative. The study also aims at determining the
observation of those unique characteristics of these tools that contribute most towards the
productivity and efficiency of the team members. In doing so, this study seeks to inform
beneficial recommendations for enhancing the use of project management aspects so that
Pamoja CBO and other similar organizations could benefit from the tools in project
management and projects in general, resulting in increased satisfaction among different
stakeholders.
1.4 Objective of the Study
The primary purpose of this study is to evaluate the effect of project management tools
on team productivity and collaboration within Pamoja Community-Based Organization (CBO)
in Kisumu County, Kenya. The study aims to identify the specific ways in which these tools
influence task coordination, communication, time management, efficiency, and the quality of
project outputs.
1.4.1 Specific Objectives
1. To analyze the extent to which project management tools enhance team productivity at
Pamoja CBO.
2. To evaluate the impact of project management tools on team collaboration within
Pamoja CBO.

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3. To assess the influence of project management tools on the quality of outputs in
projects managed by Pamoja CBO.
4. To determine the effect of project management tools on stakeholder satisfaction in
Pamoja CBO's projects.
1.5 Research Questions
The proposed research project will be guided by these research questions:
1. To what extent do project management tools enhance team productivity at Pamoja
CBO?
2. How do project management tools impact team collaboration within Pamoja CBO?
3. What is the influence of project management tools on the quality of outputs in projects
managed by Pamoja CBO?
4. How do project management tools affect stakeholder satisfaction in Pamoja CBO's
projects?
1.6 Significance of Study
In general, the findings of this study will be important in the following aspects. First, it
will generate useful information for the Pamoja CBO in Kisumu County, Kenya in that it will
reveal exactly the benefits that can be expected from projects’ management tools. The study
findings shall go a long way in improving the management of projects in Pamoja CBO since it
will occasion changes in totality of the Championship initiative project management practices
hence team performance, coordination, and overall project outputs. Consequently, the too
wanted objectives of the organization will be reached with a higher speed and the needs and
expectations of all stakeholders will be met to a higher extent.
Thus, it will be useful to other similar NGOs that may deal with project management
guidelines and recommendations coming from this study will be helpful. The findings reached
in studying these organizations shall enhance the executing organizations’ performances and
impacts in their project management pursuits.
Theoretically, the research will add to the existing literature in the area of project
management given the NGOs, particularly in developing countries such as the African
continent. It will fill the methodological void in research about the effects of project
management tools on the performance of the teams within the context of NGOs and will
provide a foundation on which subsequent research can build.

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Other beneficiaries of the study will be policymakers and donors who fund NGOs in
their operations. The outcomes developed will be of benefit to them as they will be able to
comprehend the significance of spending on instruments supporting project management and
tailored training for NGOs. Thus, it could facilitate increased funding that will be directed to
areas, which will greatly impact project improvement.
Furthermore, the outcome of this study will help in the formulation of non-
governmental organizations such as Pamoja CBO and other CBOs to formulate good policies
and make better decisions on the issues from the findings of this research work. By illustrating
the positive implications of adopting and applying proper PM Ts in practice, the research will
ensure those organizations would commit to appropriate PM T acquisition and appropriate
training provisions for their staffers to increase organizational project efficiency.
The study will also provide an addition to the growing accumulation of scholarship
concerning project management, especially in the Non-Governmental Organizations sector in
developing countries. Researchers and scholars will also be able to use the empirical evidence
and information produced derived from the study to spearhead subsequent discussions and
investigations on enhancing the delivery of project management in environments of limited
resources. This will enrich the scholarship in academic circles on the topic of project
management since it will offer a richer and more detailed view of how project management
works and how it influences organizations in diverse settings.
To the practitioners involved in project management, the study will be useful in
offering guidelines on how to achieve the most optimal method of project management in its
application and use of the tools that are available within a team. It will also include
techniques, strategies, and activities of Pamoja CBO that may have worked, and that which
did not work in the field. Acquiring such practical knowledge will help the project
managers/Team leaders in enhancing the management of their project tools.
Also, the study is useful to donors and funding agencies that fund non-governmental
organizations because of the results produced. Therefore, by presenting project management
tools and skills development programs that are favorable to the project’s outcomes, the
research will demonstrate the need for funding such programs. This will enable the NGOs to
put more sound arguments about the funding support in terms of the long-term gains of
implementing efficient project management practices.

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1.7 Limitations of Study
There are potential limitations that can be politicizing in this study which can in turn
limit the generalization of the outcomes. A possible limitation is that the study is conducted
within Pamoja CBO within Kisumu County, Kenya only. The work could be affected by
certain organizational characteristics, cultural peculiarities of a certain region, and tangible
practices of NGOs’ functioning that could not be generalized for all a similar type of
organizations. Hence, it should be said that although the study is rather informative, its
generality may be rather limited, especially when it comes to the comparison of the results
with other NGOs, particularly, those which are located in different geographical areas or have
different organizational structures.
A related research limitation is that all the data gathered are based on the reports from
the team members and other stakeholders of Pamoja CBO. There is a tendency for
respondents to give socially desirable answers, which will pose a threat to the validity of the
findings in the study. Besides, the study period might be another factor that hinders the
assessment of long-term results of PM tools, as sometimes the effects are realized in the long
run.
In addition, the current study mobilizes the existing specific project management tools
that are in use at Pamoja CBO and hence may not possibly embrace all the relevant tools.
Various tools may have varied characteristics and functions thus the outcomes cannot be
directly related to the organizations which utilize other tools or technologies.
At the same time, the study’s purpose is also to supply as exhaustive an account as is
possible within the bounds of the research question and, while the findings are context-
specific, they should still be usable as a starting point for evaluation and experimentation
elsewhere. It takes cognizance of these limitations and calls for more work to confirm and
explore the results of the study in different organizations.
1.8 Scope of Study
The content scope of this study will be directed towards ascertaining the effectiveness
or otherwise of project management tools that may have been adopted on the productivity of
teams that use the tools, the manner and quality of the interactions that go on between team
members within Pamoja Community-Based Organization (CBO). Major areas of focus for the

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paper will be the employment of tools to manage projects, activities, communication,
schedule, productivity, the quality of deliverables, and stakeholders’ satisfaction.
Methodologically, this research will be confined to the geographical area of operation
of Pamoja CBO which is in Kisumu County, Kenya. The research will be carried out within
the working contexts of Pamoja CBO while considering the already existing project
management practices of the organization as well as the usable tools currently available. The
spotlight will be all the departments of Pamoja CBO that implement projects, to capture a
broad view of the influence of the research across the establishment.
The target population will be restricted to the Pamoja CBO organization, which will
include the project management team, project managers, team leaders, and all other
stakeholders involved in the implementation of various projects. The time settings of the study
will range from July 2024 to December 2024, thus providing a half a year analysis of the
effects of the project management tools in focus.
The content scope, of the study will focus on the utilization of project management
tools and their effects on key dependent variables: effects of the efficiency of the teams or
workers, the collaboration of the teams or workers, and the standard of the deliverables. The
study will assess how these tools have an impact on the CBO project in matters concerning
task management, communication, timing, and stakeholders’ satisfaction with projects
implemented by Pamoja CBO. Studying these aspects, the work is to present an overview of
the advantages and disadvantages of various PM instruments and determine the successful
practice of using such tools.
The context scope of the study involves the organizational environment of Pamoja
CBO, which is a community-based organization in Kisumu County. The presented study will
aim to define how particular traits and features of this NGO affect the ideas of project
management tools application and usage. For this reason, the authors give a contextual
understanding to ensure recommendations provided are realistic to another like-minded
organization perhaps functioning in the same resource-poor setting.
In terms of the area of study, the study will be limited to Kisumu County in Kenya.
This area is suitable because of socioeconomic factors characterizing the area, the type of
organizations in the community, and the unique difficulties they encounter. The geographical

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coverage in this study guarantees the generalize ability of the results observed in the present
study to enhance the functioning of the NGOs within the county.
The study will have a cross-sectional design for the departmental management of
Pamoja CBO, with sections for project management, the project coordination unit, and the
project implementation team. Given which different departments will be involved, the
research will get an overview of how different aspects of project implementation and dispersal
are affected by project management tools or software.
The time dimension of the study covers the period between the years 2020 and 2023.
This timeframe enables identification of the extent of projects adopting management tools and
tools’ impact over a period inclusive of trends, issues, and advancements. They also apply
concerning the chosen period, recent changes, and the state of PM practice in Pamoja CBO.

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Chapter 2

2.0 Literature Review

2.1 Introduction
The literature review of this chapter aims at establishing the body of research
knowledge on the topic under investigation which is the effect of PMT on team efficiency,
team cohesiveness, and quality outputs within Pamoja CBO in Kisumu County, Kenya. In
conducting the review, the paper sets out from the theoretical literature at the international
level, goes down to the country level, and finally to the county level in Kenya. Subsequently,
the present chapter engages in a critique and synthesis of empirical research about the study’s
objectives, a discussion of the literature, and the established problems. Last of all, the chapter
defines the theory and concept to be applied in this research and explains the connection
between all the study’s variables.
2.2 Review of Theoretical Literature
2.2.1 Project Management Tools and Team Productivity
In the international context, collaboration tools for project management have been
credited for the possibility of boosting the performances of the work teams. PMI (2017)
reveals that organizations that apply project management tools show the ability to meet
project targets by 28% compared to organizations that do not. They help in enhancing the
coordination and organization of tasks, control of resources, and monitoring of progress
enhancing productivity. Duggan (2016) also points out that, implementation of the project
management software results in enhanced task completion rates and efficient use of resources.
In Africa specifically, it is evident that issues of productivity in NGOs are even
worsened by poor project management practices. Damoah and Akwei (2017) observed that in
Ghana, lots of projects’ failures are attributed to weak coordination of tasks and resources. In
the same way, a study conducted by Wanyama and Mbugua (2018) in Kenya revealed that the
implementation of project management tools among Non-Governmental organizations
improved the productivity since project management tools provide effective methods of
checking on the completion status of tasks as well as allocating tasks to different personnel.

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2.2.2 Project Management Tools and Team Collaboration
Comprehensive cooperation is a key success factor in the execution of any work.
Globally, specifically, communication platforms such as Google workspace, zoom, and
Microsoft Teams have completely changed how teams communicate within them. According
to McKinsey & Company (2016), companies that apply social technologies enhance
cooperation at the workplace and boost productivity measurement by 25 percent.
Thus, collaboration remains a major concern in the African setting because of
infrastructural and technological constraints. Several research studies have established that
risks such as these can be offset by the application of project management tools. As much as
this study will be theoretical, this section showed that Mwangi (2020) affirmed that NGOs
from Kenya using collaborative tools spoke extramurally told the same story same;
concerning better team affiliation and communication as major indices towards positive
project delivery outcomes.
2.2.3 Project Management Tools and Quality of Outputs
Performance of project output is one of the viable requirements of a successful project.
Across the world, project management tools have been linked with improved quality of
project outcomes. According to the Standish Group (2015), global projects that applied
effective tools in PM had 62% success in terms of volume and quality.
In recent years the center has received complaints from various stakeholders and the
media that the quality required should be improved. In their study, Kiprotich and Wamukoya
(2019) established that NGOs adopting PMT were not only effective in delivering projects
within the stipulated time but were also able to deliver more quality work to satisfy the
stakeholders.
2.2.4 Project Management Tools and Stakeholder Satisfaction
Stakeholder satisfaction is a pivotal measure of project success, especially within non-
governmental organizations (NGOs). The literature underscores the significant impact of
project management tools on enhancing stakeholder satisfaction by improving
communication, transparency, and responsiveness. A study by Freeman and McVea (2016)
highlights that effective stakeholder management, facilitated by project management tools,
leads to higher levels of stakeholder trust and satisfaction. These tools provide structured

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frameworks for regular updates, feedback mechanisms, and clear communication channels,
ensuring stakeholders are well-informed and engaged throughout the project lifecycle.
Moreover, Lock (2019) emphasizes that NGOs using project management tools can
better manage stakeholder expectations and deliver on commitments, leading to increased
stakeholder satisfaction. The research illustrates that these tools enable NGOs to maintain
accountability and transparency, crucial for gaining and retaining stakeholder support. By
offering real-time data and progress tracking, project management tools help NGOs address
concerns promptly and adapt to stakeholder needs, further enhancing satisfaction levels.
The International Project Management Association (IPMA, 2018) supports these
findings, noting that NGOs employing digital project management tools report higher
stakeholder satisfaction due to improved project visibility and efficient communication. The
report concludes that stakeholders appreciate the structured and reliable updates provided by
these tools, which foster a sense of involvement and trust in the project's progress and
outcomes.
2.3 Review of Critical/Analytical Literature
2.3.1 Team Productivity
Thus, several research works have been devoted to the discussion of the effects that
tools for project management may have on team performance. For instance, in its guidelines
published in August 2017, the PMI noted that organizations that apply such tools are likely to
achieve its project goals. The tools help to clearly outline a project and narrow the approach to
its implementation, which in turn helps to establish better control of the processes within the
project and their proper use of resources. This view is supported by Duggan (2016) for the
reason that the software has enhanced the status of accomplishment regarding tasks and
resources.
Nevertheless, such tools as CGs and RMNs in the sphere of NGOs especially in
developing countries like Kenya have not been researched considerably enough. Stake and
Akwei (2017) explained in their study that the Inability to coordinate tasks and resources was
rated highly in NGOs in Ghana. Wanyama and Mbugua (2018) discovered that Kenyan NGOs
adopting project management tools as a means to boost productivity recorded elevated
productivity improvements though this research study failed to explain the detailed procedural
advancement resulting from the use of the PM tools. It establishes the need for an

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accumulation of researches that focus on the effects of the above tools on team performance in
NGOs.
2.3.2 Team Collaboration
WFH means that self-organizing tools are a must to maintain relations among the team
members. According to McKinsey & Company (2016), it is revealed that by implementing
social technologies, there can be a major boost in collaboration consequently improving
productivity. More so, in the implementation of projects within the context of NGOs, the
actual process of cooperation appears to be a critical success factor. According to the study
conducted by Mwangi in 2020, the Kenyan NGOs that implemented collaborative tools cited
the benefits of enhanced team cohesiveness and communication.
However, and as much as these research findings would present a relatively positive
picture, there is still a scarcity of evidence that speaks to the effects of PM tools on
collaborative work among the teams in the NGOs of Kenya. Similarly, Mwangi (2020)
discusses the advantages of collaborative tools; however, there is a lack of sufficient
investigations on the role of project management collaborative tools for non-governmental
organization teams with restricted resources.
2.3.3 Quality of Outputs
The success of projects depends to a large extent on the quality of its deliverables that
would be passed on to the end users. According to the Standish Group (2015), projects
involving the use of project management tools had a probability of delivering better quality
products. It equally reveals that, in the context of NGOs, the ability to deliver high-quality
outputs is central to satisfying the stakeholders and project objectives. Kiprotich and
Wamukoya (2019) as mentioned earlier also stated that organizations that applied project
management tools recorded a superior quality for their work within Kenyan NGOs.
Nevertheless, the present paper failed to identify how exactly PM tools enhance the
quality of outputs in NGOs. However, according to Kiprotich and Wamukoya (2019),
additional academic investigations are required to elaborate on the processes that impact the
lifting of the quality of products as promoted by these tools in the NGO segment.
2.4 Summary and Gaps to be Filled
It is possible to conclude that the literature reviewed reveals that the use of tools
proven effective in project management may have a positive effect on the improvement of the

14
teams’ productivity, their collaboration, and the quality of the work products they produce.
Nevertheless, some areas have not been covered in the research done, especially concerning
NGOs in the developing area of Kenya. While the previous research presents a background of
these tools and how they are utilized, very little detail is presented about how they influence
productivity, collaboration, and quality within the NGO context. This therefore creates the
following research gaps, which this study seeks to address: The following research questions
will be used in the study: -, How has the implementation of project management tools affected
the productivity and cooperation among the team members and the quality of outputs in
Pamoja CBO organization?
2.5 Theoretical and Conceptual Framework
2.5.1 Theoretical Framework
The theoretical framework of this study builds on five of the most widely documented
theories that form the basis of analysis in establishing the effects of project management tools
on productivity and cooperation in non-governmental organizations (NGOs). The studies are
namely the Technology Acceptance Model (TAM), The Diffusion of Innovations theory, the
Resource-Based View (RBV), the Socio-Technical systems theory, and the Task-Technology
Fit model. All the theories provide different perspectives on when, how, and to what extent
project management tools can be implemented and used, to promote better team outcomes.

2.5.1.1 Technology Acceptance Model (TAM)

One of the most commonly applied models is called the technology acceptance model
(TAM) proposed by Davis in 1989. According to TAM, two primary factors influence
technology acceptance: brought up two factors: perceived usefulness (PU) and perceived ease
of use (PEOU). PU is the perceived usefulness of the particular system in increasing the
person’s job performance and the PEOU is the extent to which the person thinks that the use
of the system would require minimal effort. This model is particularly relevant for our study
as it helps to comprehend whether Pamoja CBO’s staff has a positive, negative, or neutral
attitude toward the project management instruments in question. In this case, since the staff
believes these tools to be helpful and easy to use, they will employ them and consequently
witness increased efficiency and communication provision.

15
In the case of the Pamoja CBO, measuring PU and PEOU can reveal factors that may
hinder the application of project management tools in the organization. For instance, if the
tools are seen as complicated or relatively not very helpful, they are not likely to be used
regularly. These perceptions can be changed by giving training and support to the
organization, then this will increase the acceptation and usage of these tools and thus promote
the better results of the projects. This has been supported by past studies that have suggested
that interventions intended to raise the levels of perceived usefulness (PU) and perceived ease
of use (PEOU) can help spur the technology adoption rates in different organizational contexts
(Venkatesh, Thong, & Xu, 2016).

2.5.1.2 Diffusion of Innovations Theory

The diffusion of innovations theory by Rogers (1962) is the gradual process of passing
information through definite channels in a social system, about an innovation. The theory
outlines five stages in the adoption process: Hence, AI can be divided into knowledge,
persuasion, decision-making, implementation, and confirmation. It also determines the
characteristics of users that determine the rate of adoption and these include relative
advantage, compatibility, complexity, trialability, and observability of the innovation as
postulated by Rogers (2003). This theory is relevant to this research since it offers a basis for
examining the process of implementation of tools required in project management within
Pamoja CBO and underlines the role of such factors in the process of diffusion.

From the perspective of Pamoja CBO, this means that comprehending those stages and
factors is a way to determine how to influence PM tools’ implementation optimally. For
instance, the procedure of showing the comparative efficiency of these tools as opposed to
conventional ones may convince the staff. Additional measures that may help include
guaranteeing that with the new approach, existing processes will not need to be substantially
altered, or integrating it with pilot projects that allow for testing and improvement. The
research indicates that some of the civil society organizations' challenges include; Insufficient
funds, and Resistance to change among others (Al-Jabri & Sohail, 2012). With the help of
Diffusion of Innovation Theory, these challenges can be controlled by Pamoja CBO and
proper use of project management tools can be promoted.

16
2.5.1.3 Resource-Based View (RBV)
According to Barney (1991), the Resource-Based View (RBV) of the firm holds that
organizations can successfully enact sustainable competitive advantage by gaining control of
outside resources that are also considered valuable, rare, inimitable, and non-substitutable.
The application of project management tools in an organization can be assessed and
considered as key strategic assets that increase organizational competence and effectiveness.
To Pamoja CBO, such tools help enhance the functioning of projects by guaranteeing optimal
results, efficient resource allocation, and better productivity from the team (Barney, 2001).
This theory supports the study by further defining project management tools as valuable
resources, which hold the potential of helping the organization succeed.

From the perspective of the given research, RBV emphasizes the value of resources
devoted to the use of tools for project management that enable competitive advantage. As
tools to aid communication, diversification, and marketing, they can be justified as
investments in the organization’s resource portfolio by Pamoja CBO. This view coincides
with current research that has acknowledged the importance of technological resources as
innovational tools for boosting the performance of organizations especially those operating
with limited resources as in the case of NGOs (Kozlenkova et al., 2014). Therefore, through
the efficient use of project management tools as business resources, Pamoja CBO is likely to
increase its performance and usefulness in delivering its projects.

2.5.1.4 Socio-Technical Systems Theory

The Socio-Technical Systems Theory focuses on the dependency of the social and
technical aspects in an organization. Based on the study conducted by Trist and Bamforth
(1951), this theory avers that organizations perform best when the socio-technical system is
integrated. In analyzing the issues concerning Pamoja CBO, this theory forms the basis of the
argument that holds that one has to take into consideration both the efficiency of the project
tools and the social relations of the teams involved in using the tools. Thus, the proper
incorporation of these tools dictates due consideration for organizational culture, user training,
and over-arching support, the goals of which are to make these tools not only technically
sound but also socially appropriate for use and conducive to the nature of teamwork envisaged
by Baxter and Sommerville (2011).

17
Introducing the custom use of Socio-Technical Systems Theory for Pamoja CBO
means acknowledging that while the effectiveness of the chosen project management tools is
determined by the specifics of their functioning, these specifics are also influenced by the
organizational culture and the way the tools are integrated into it. This entails the following;
adequate training of the staff, an appropriate culture within the receivables management team
and most importantly having the right tools. This paper has also revealed that socio-technical
integration patterns are important success factors for IT implementation because they manage
to reduce resistance and increase users’ uptake (Bostrom and Heinen, 1977; Mumford, 2006).

2.5.1.5 Task-Technology Fit Model

The view of Technology Fit is depicted by the Task-Technology Fit Model developed
by Goodhue and Thompson in 1995 where the authors note that any form of technology will
only bring about improvement in performance efficiency when it complements the task for
which it was deployed. This model further underlines the concept of optimizing the
management tools for projects for the activities and requirements of the teams utilizing them.
In the case of Pamoja CBO, it is therefore expected that incorporating an understanding of the
characteristics of tasks when selecting project management tools is likely to lead to higher
project efficiency, better co-ordination of the tasks implied in the project, and hence, better
outcomes (Goodhue, 1998). This theory can then be applied in the assessment of the ability of
various tools in actually improving the working of project management teams.

Relative to this study, the Task-Technology Fit Model postulates that it is improper to
judge any project management tool in isolation from this organization because of the fact that
their support for certain tasks within Pamoja CBO will significantly vary with those in other
organizations. This ranges from evaluating the degree to which the tools enhance the flow of
communications, coordination of work, monitoring and management of the project among
others. Research has suggested that where the level of compatibility between technology and
tasks is high, organizations are likely to experience increases to the order of over 100% in
performance and user satisfaction (Zigurs & Buckland, 1998). Therefore, through the use of
the above model, Pamoja CBO will be in a position to assess the congruence of the
management tools at the organizational project level with the main operational needs,
therefore, improving overall effectiveness.

18
2.5.2 Conceptual Framework
The conceptual foundation of this research stems from a theoretical tradition
concerning project management and organizational culture. The research work shall also
employ a conceptual model to show the link between the independent and dependent
variables.

Independent Variables
Team Productivity Dependent Variable
Team Collaboration Use of Project
Management Tools
Quality of Outputs

Stakeholder Satisfaction

This depicts that the application of project management tools; object characteristics of
these tools; and the training and acquaintance of a team with them are believed to affect the
efficiency, cooperation, and value of outcomes produced by teams. These relationships will be
investigated with a focus on Pamoja CBO to advance knowledge on the role of project
management tools and their applicability to the projects of NGO organizations.
2.6 Empirical Review
The use of project management tools has been widely studied for its impact on team
productivity. In a study by Serrador and Pinto (2015), it was found that the implementation of
project management tools significantly increased team productivity by streamlining task
assignments and improving resource allocation. The study highlighted that teams using
project management software were able to complete tasks more efficiently and with fewer
errors compared to those relying on traditional methods. Further research by Project
Management Institute (2017) corroborated these findings, demonstrating that organizations
utilizing advanced project management tools saw a 27% improvement in project success rates,
directly contributing to increased productivity.
In the context of NGOs, a study conducted by Karim (2018) in East Africa revealed
that the adoption of project management tools in NGOs significantly enhanced team
productivity by improving task tracking and accountability. The research emphasized that
these tools facilitated better time management and resource allocation, allowing teams to
focus on high-priority tasks and avoid bottlenecks. Similarly, Alotaibi et al. (2019) found that

19
NGOs using project management tools experienced a notable improvement in project
completion rates and overall productivity, attributing these gains to the enhanced visibility and
control over project processes provided by these tools.
Project management tools are also critical for fostering team collaboration. According
to a study by O'Dell and Hubert (2015), these tools provide platforms for better
communication, coordination, and information sharing among team members, which are
essential for collaborative work environments. The research indicated that teams using project
management tools were more likely to engage in effective collaboration, resulting in higher
quality outputs and more innovative solutions.
In the NGO sector, a study by Adzic and Taylor (2019) examined the impact of project
management tools on team collaboration in international development projects. The findings
revealed that these tools facilitated seamless communication among geographically dispersed
team members, enhancing collaboration and ensuring that all team members were aligned
with project goals. The study also highlighted the role of project management tools in
reducing misunderstandings and conflicts, thereby promoting a more cohesive team
environment. Further, a report by the World Bank (2018) underscored the importance of
digital project management tools in enhancing collaboration among NGO teams working on
complex, multi-stakeholder projects.
The influence of project management tools on the quality of project outputs is well-
documented. A study by Zwikael and Globerson (2018) demonstrated that the use of these
tools led to higher quality deliverables by ensuring adherence to project timelines and
standards. The research indicated that project management tools provided mechanisms for
continuous monitoring and evaluation, which helped maintain high-quality standards
throughout the project lifecycle.
In a study focusing on NGOs, Müller and Turner (2017) found that project
management tools played a crucial role in improving the quality of outputs in humanitarian
and development projects. The tools facilitated better planning, execution, and monitoring,
which were essential for delivering high-quality outcomes. The research also pointed out that
NGOs using project management tools were more likely to meet donor requirements and
achieve project objectives, thus enhancing their reputation and credibility. Additionally, a
study by Santos and Varajão (2019) highlighted that the use of project management tools

20
improved the accuracy and reliability of project outputs, contributing to higher stakeholder
satisfaction and better project outcomes.
Stakeholder satisfaction is a critical measure of project success, and project
management tools have been shown to positively impact this aspect. A study by Freeman and
McVea (2016) indicated that these tools improved stakeholder communication and
engagement, leading to higher levels of satisfaction. The research found that project
management tools enabled timely updates and transparent reporting, which were essential for
maintaining stakeholder trust and confidence.
In the context of NGOs, a study by Lock (2019) explored the relationship between
project management tools and stakeholder satisfaction in community development projects.
The findings revealed that NGOs using project management tools were better equipped to
manage stakeholder expectations and deliver on their commitments. The study emphasized
that these tools provided mechanisms for regular feedback and adjustments, ensuring that
stakeholder needs were continuously addressed. Additionally, a report by the International
Project Management Association (IPMA, 2018) highlighted that NGOs using project
management tools experienced higher stakeholder satisfaction due to improved project
transparency, accountability, and responsiveness.

21
Chapter 3

3.0 Research Methodologies

3.1 Introduction
This chapter provides a preview of the research study done in Pamoja CBO in Kisumu
County, Kenya in regards to the application of project management tools to determine the
efficiency within a team, communication, and quality of the outcomes. It outlines the study
design, the target population and sampling technique, the method and instruments for data
collection, the reliability, and validity of the instruments, and the method and procedures of
data analysis.
3.2 The Study Design
This study uses descriptive survey design and it is well suited for the provision of
information on the current state regarding the phenomena, and it describes ‘what is present’ in
a situation concerning the variables or conditions prevailing in the situation. This design is
selected because it can make use of quantifiable data that can be evaluated in referring to and
figuring out patterns, relationships, and trends (Creswell, 2017). The descriptive survey design
is most appropriate for this study because the study aims to assess the effects of project
management tools on several components of organizational performance in Pamoja CBO. To
this end, the research can use this design to offer an integrated view of the current application
of project management tools and their consequent impact on teams and projects.
3.3 Target Population
The target population for this research is all staff of Pamoja CBO irrespective of their
portfolio that provides management of the project. From the latest records of Pamoja CBO,
the current population of staff they employed is about 15 members per office. Such
respondents comprise project managers, team leaders, project coordinators, and all other
personnel who are involved in the planning and implementation of projects. The justification
of this target population hinges on the fact that it will provide reliable and relevant data from
people who are directly involved in using or locally implementing tools in project
management. By targeting the people involved in project management, the study will be more
confident that the information acquired will be relevant in determining the effects the use of
such tools has on the organization’s efficiency and inters structural collaboration.

22
3.4 Sampling Design
Given the size of the target population, a sample size of 10 respondents will be used
for the study. This sample size is determined using Yamane's (1967) formula for sample size
calculation:
n=1+N(e2) N
where:
n is the sample size
N is the population size
e is the level of precision (0.05).
The sample size is justified as it provides a representative subset of the population,
ensuring that the findings can be generalized to the entire organization.
The method of sampling employed in this study is identified as one of the stratified
random sampling techniques. In this approach, the target population is first classified
according to the professionals’ roles in the organization (for example, project manager, team
leaders, and research coordinators), and respondents are then randomly sampled from each
category. In the case of stratified random sampling, the researcher is deliberately trying to
ensure adequate coverage of all the sub-groups in the organization in the sample population
(Etikan et.al., 2016). This approach increases the internal and external validity of the study
since it will attract a diverse and large sample of the population.
3.5 Data Collection Methods and Instruments
Data to be used in this study shall be collected through questionnaires, interviews, and
observation checklists. The structured questionnaire is selected because it allows for gathering
quantitative data quickly and on a large scale from a large number of respondents. This will
contain closed questions that will look into the extent of the usage of project management
tools on the productivity, cooperation, and efficiency of the teams as well as the quality of
their work as spotted by Bryman (2018). Specifically, the interview guide will be used to
gather qualitative data from the key informants to follow up on the respondents’ experiences
and perceptions of the use of PM tools.
These questions will be in the form of a Likert scale to ascertain quantitative results
that reflect the respondents’ impressions and encounters. The interview questions will be quite
general so that the respondents provide sufficient information and useful perceptions. The

23
observation checklist will capture if and how tools of project management have been
employed during project implementation. These instruments are selected to give a rich picture
of the application of project management instruments and related effectiveness at the team
level.
3.6 Reliability and Validity
Thus, for this study the following research instruments shall be used to gather data;
questionnaires interviews, and an observation checklist. As for the choice of the data
collection instrument, the structured questionnaire is chosen because it enables the researcher
to gather quantitative data very rapidly and on a large scale from a large number of
respondents, thus meeting the objective of the data collection phase of this study. This will
consist of closed questions that will seek to establish the extent of the usage of PM tools in
enhancing the productivity and cooperation of the teams and the quality of their work as
observed by Bryman (2018). Specifically, the list of questions from the interview guide will
be used to elicit qualitative data from the key informants that will help in probing the
respondents’ experiences and perceptions of the use of PM tools. Questionnaires developed
from observation checklists are planned to be employed to evaluate the prevalence and
application of these tools by the organization.
These questions will be based on a Likert scale design in a bid to arrive at quantitative
findings about the impressions and experiences of the respondents. Therefore, general
interview questions will be used to ensure that the respondents offer adequate information and
valuable perceptions. The observation checklist will indicate whether or not tools of project
management have been used during the execution of the project. These instruments are chosen
to offer a broad image of how the instruments of project management and their correlation to
effectiveness is seen on a team level.
3.7 Data Analysis Methods and Procedures
The collected data will then be subjected to quantitative as well as qualitative analysis.
Company records on human resource management issues shall be used to obtain quantitative
data via the structured questionnaires and the qualitative data from the interviews shall be
analyzed following the qualitative research approach. Descriptive statistics will also be
employed in the study; therefore, correlation and regression analysis will be used to analyze

24
the relationship between the independent and dependent variables as suggested by (Field,
2018).
The qualitative transcriptions data from the interviews will be analyzed thematically
which entails coding the data and identification of themes and patterns that emerge (Braun &
Clarke, 2019). This method is selected since it produces deep insights based on the
respondents’ experiences and perceptions. The collection of qualitative data will enrich the
findings obtained quantitatively, as it will paint a more vivid picture of how exactly the use of
project management tools affects productivity and cooperation within teams.
The justification for using both quantitative and qualitative data in the analysis of the
research questions lies in the fact that the research is of a mixed method that is, a
unidimensional assessment of the impact of project management tools in the performance of
the Pamoja CBO team. This process of analysis will enable the results to be valid, and reliable
and thus provide insight for the organization to benefit from.

25
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Appendix

Questionnaire
Questionnaire for Assessing the Effects of Project Management Tools on Team
Productivity and Collaboration in Pamoja CBO, Kisumu County, Kenya
Section A: Demographic Information
1. Gender:
✔ Male
✔ Female
2. Age:
✔ 18-25
✔ 26-35
✔ 36-45
✔ 46-55
✔ 56 and above
3. Education Level:
✔ Secondary School
✔ Diploma
✔ Bachelor's Degree
✔ Master's Degree
✔ Doctorate
4. Position in the Organization:
✔ Project Manager
✔ Research coordinator
✔ Field officer
✔ Other (please specify) _______________
5. Years of Experience in Project Management:
✔ Less than 1 year
✔ 1-3 years
✔ 4-6 years
✔ 7-10 years

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✔ More than 10 years
Section B: Use of Project Management Tools
6. Which Project Management Tools are you currently using? (Select all that apply)
✔ Visual Planning tools
✔ Manual filing system
✔ Microsoft Project
✔ Noticeboard
✔ Paper based Records and ledgers
✔ Other (please specify) ______________
7. How often do you use Project Management Tools in your daily tasks?
✔ Daily
✔ Several times a week
✔ Weekly
✔ Monthly
✔ Rarely
Section C: Impact on Team Productivity
8. Rate the extent to which Project Management Tools have improved your team’s
productivity:
✔ Strongly Agree
✔ Agree
✔ Neutral
✔ Disagree
✔ Strongly Disagree
9. To what extent do you agree with the following statements about Project
Management Tools and productivity?
a. Project Management Tools help in better task coordination.
✔ Strongly Agree
✔ Agree
✔ Neutral
✔ Disagree
✔ Strongly Disagree

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b. Project Management Tools reduce the time required to complete tasks.
✔ Strongly Agree
✔ Agree
✔ Neutral
✔ Disagree
✔ Strongly Disagree
c. Project Management Tools help in setting clear goals and deadlines.
✔ Strongly Agree
✔ Agree
✔ Neutral
✔ Disagree
✔ Strongly Disagree
Section D: Impact on Team Collaboration
10. Rate the extent to which Project Management Tools have improved team
collaboration:
✔ Strongly Agree
✔ Agree
✔ Neutral
✔ Disagree
✔ Strongly Disagree
11. To what extent do you agree with the following statements about Project
Management Tools and collaboration?
a. Project Management Tools enhance communication among team members.
✔ Strongly Agree
✔ Agree
✔ Neutral
✔ Disagree
✔ Strongly Disagree
b. Project Management Tools facilitate information sharing.
✔ Strongly Agree
✔ Agree

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✔ Neutral
✔ Disagree
✔ Strongly Disagree
c. Project Management Tools help in tracking team members’ progress.
✔ Strongly Agree
✔ Agree
✔ Neutral
✔ Disagree
✔ Strongly Disagree
Section E: Impact on Quality of Outputs
12. Rate the extent to which Project Management Tools have improved the quality of
project outputs:
✔ Strongly Agree
✔ Agree
✔ Neutral
✔ Disagree
✔ Strongly Disagree
13. To what extent do you agree with the following statements about Project
Management Tools and the quality of outputs?
a. Project Management Tools ensure that project deliverables meet quality standards.
✔ Strongly Agree
✔ Agree
✔ Neutral
✔ Disagree
✔ Strongly Disagree
b. Project Management Tools help in identifying and resolving issues early.
✔ Strongly Agree
✔ Agree
✔ Neutral
✔ Disagree
✔ Strongly Disagree

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c. Project Management Tools improve stakeholder satisfaction with project outcomes.
✔ Strongly Agree
✔ Agree
✔ Neutral
✔ Disagree
✔ Strongly Disagree
Section F: Training and Familiarity with Project Management Tools
14. Have you received any formal training on the use of Project Management Tools?
✔ Yes
✔ No
15. How familiar are you with the features of the Project Management Tools you
use?
✔ Very Familiar
✔ Familiar
✔ Neutral
✔ Unfamiliar
✔ Very Unfamiliar
16. Are you familiar with any digital management tools?
✔ Yes
✔ No
17. If yes, which ones?
✔ Trello
✔ Asana
✔ Microsoft Project
✔ Jira
✔ Basecamp
✔ Other (please specify) ______________

Section G: Open-Ended Questions

18. What challenges have you encountered in using Project Management Tools?

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___________________________________________________________________________
___________________________________________________________________________
___________________________________________________________________________
___________________________________________________________________________
___________________________________________________________________________
_______________
19. What recommendations would you suggest for improving the use of Project
Management Tools within Pamoja CBO?
___________________________________________________________________________
___________________________________________________________________________
___________________________________________________________________________
___________________________________________________________________________
___________________________________________________________________________
_______________
20. Please provide any additional comments or suggestions regarding the use of
Project Management Tools in your organization.
___________________________________________________________________________
___________________________________________________________________________
___________________________________________________________________________
___________________________________________________________________________
___________________________________________________________________________
_______________

Thank you for your participation!

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