Agile Project Planning Methodology and Performance of Turnkey Electrical Projects in Kenya

David Ngua Syengo; Isaac Odhiambo Abuya

doi:doi:10.11648/j.ajmse.20251004.12

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Agile Project Planning Methodology and Performance of Turnkey Electrical Projects in Kenya

David Ngua Syengo^*

, Isaac Odhiambo Abuya

Published in American Journal of Management Science and Engineering (Volume 10, Issue 4)

Received: 31 August 2025 Accepted: 12 September 2025 Published: 9 October 2025

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Abstract

The objective of the study is to establish the influence agile planning approach on the performance of turnkey electrical projects in Kenya. The hypothesis of the study was that there is no significant relationship between agile project planning approach and the performance of turnkey electrical projects. The study utilised correlational design to establish the relationship between the planning approach and project performance indicators without manipulating variables. The unit of analysis is the 15 major turnkey projects executed in the electric transmission and distribution power network in Kenya in the last 18 years. The unit of observation being the 55 project management team members that include project managers, project engineers, project management and finance specialists drawn from the turnkey projects making 55 respondents. The study utilised the census method by targeting the identified respondents and collecting data using a structured questionnaire and conducting key informant interviews for quantitative and qualitative data collection respectively. The study examined the correlation between agile project planning approach and performance of turnkey electrical projects in Kenya. The outcomes showed that the Agile way of project planning had a strong association with project performance, with a correlation coefficient of 0.728 (p < 0.01). Its flexible and iterative nature were popular, with real-time change feedback and client feedback loops both rating a mean of 4.64 (Standard Deviation (SD) = 0.712). The regression model showed that Agile explained 53.0% of the variation in performance (R² = 0.530, Adjusted R² = 0.519) with an unstandardized coefficient of 0.820 (p < 0.001), showing that a one-unit increase in Agile adoption enhanced performance by 0.820 units. The Analysis of Variance (ANOVA) results supported the significance of the model (F = 48.531, p = 0.000). This aligns with project management literature suggesting the use of Agile in projects requiring flexibility and stakeholder engagement, particularly in infrastructure projects with evolving specifications. The study’s findings and recommendations for policy, practice and future research are provided.

Published in	American Journal of Management Science and Engineering (Volume 10, Issue 4)
DOI	10.11648/j.ajmse.20251004.12
Page(s)	79-96
Creative Commons	This is an Open Access article, distributed under the terms of the Creative Commons Attribution 4.0 International License (http://creativecommons.org/licenses/by/4.0/), which permits unrestricted use, distribution and reproduction in any medium or format, provided the original work is properly cited.
Copyright	Copyright © The Author(s), 2025. Published by Science Publishing Group

Keywords

Agile Planning Methodology, Project Planning, Turnkey Electrical Projects, Project Performance

1. Introduction

Turnkey electrical projects are crucial because they offer a complete, end-to-end solution, streamlining the process from design to commissioning

[31, 20, 16]

. This approach simplifies project management, reduces costs, enhances quality, and minimizes risks, making them particularly valuable in complex or time-sensitive projects

[16, 31, 20]

. Instead of dealing with multiple contractors, clients have one point of contact for the entire project, simplifying communication and coordination. Turnkey projects eliminate the need for separate contracts, reducing paperwork and administrative overheads

[16]

. Turnkey providers leverage their expertise and supplier networks to secure better pricing on materials and equipment and therefore the reason the model is preferred by governments to optimize scarce financial resources.

Turnkey electrical projects benefit from agile methodology due to its flexibility in accommodating changes, fostering collaboration, and enabling faster delivery of usable asset segments

[2, 9, 39]

. The needs of the clients frequently change and unanticipated difficulties arising from unexpected site conditions, and delayed statutory approvals also take place. The iterative, incremental strategy adopted by Agile enables the organization to adapt swiftly to such changes without causing any major disturbance in schedules and costs

[2, 9, 39]

. Agile approach can potentially make turnkey electrical projects yield more flexible, collaborative, and efficient rather than rigid, linear, and subsequently, resulting in higher customer satisfaction and better performance outcomes of the projects

[31, 20, 2, 9, 39]

It is important to understand how agile approach to project planning can critically improve performance of turnkey electrical projects and create a better level of adaptability and efficiency in such complex projects

[2, 9, 39]

. The iterative nature of Agile, emphasis on coordination and dealing with change effectively can result in better outcomes on projects, especially those that have a dynamic environment. With a relatively short development cycle (sprints), Agile allows teams to be more adaptable to change, and better integrate feedback into the project throughout the lifecycle

[31, 20, 2, 9, 39]

. Agile has advantages; the paradigm emphasises flexibility and continuous integration, which makes it a more practical strategy to deal with the volatility of turnkey projects, especially in electrical works where designs and regulations could be too fluid

[2, 9, 39]

. Although a traditional project management methodology might still apply to some of the parts of a turnkey electrical work, agile has great benefits with regard to adaptations, collaboration and efficiency

[31, 20, 2, 9, 39]

. Implementing agile principles, project teams are more capable of handling even more complex projects and providing them the potential to deliver value to clients and lower the risk of project failure

[9, 39]

Developments of the Vision 2030 in Kenya focus more attention on the turnkey electrical projects and possibility of the agile project management improving the performance of the energy projects, yet little local research has been dedicated to the actual study of the relationship between the project performance and the agile project planning and management in the Kenyan context. The current research on the topic is mainly based on other sectors or projects, therefore indicating the necessity of the research on the relationship between agile and project types and turnkey electrical projects in the Kenyan context.

2. Research Problem

Turnkey electrical projects should enhance Kenya’s ambitions, which are a part of this goal, that is, of its Vision 2030

[19, 30]

. These initiatives are critical in the renewal of power infrastructure, upgrading the grid, and the maintenance of stable energy provision to serve the interest of different sectors of the economy. Vision 2030 considers linking all the public amenities and providing universal accessibility to electricity by the year 2030. This is achievable through turnkey projects for grid capacity expansion, power connectivity last mile projects as well as off-grid systems such as solar photo voltaic to connect far flung areas where grid extension is costly.

While Kenya's Vision 2030 recognizes the crucial role of turnkey electrical projects in driving economic development, major electrical projects in the country face significant performance challenges

[19, 30]

. These challenges include cost overruns, project delays, and stakeholder dissatisfaction, impacting the timely completion and overall success of these critical infrastructure initiatives that have a high impact on economic development of the country. Notwithstanding the performance challenges facing energy projects in Kenya, significant contextual, conceptual, theoretical, and methodological research gaps exist in the reviewed studies on energy projects.

2.1. Research Gaps

Several empirical articles Badran & Abdallah, Michu & Osoro, Aladayleh, Prica & Bjelic, Adedokun, Akunna, Olalemi, Sanni & Hammed, have contextual research gaps

[5, 26, 3, 35, 1]

. Most studies were undertaken in developed or developing countries, whose contexts are different from those of energy projects in Kenya. Moreover, some of the studies focused on construction projects generally, without specifying their scale and complexity. The findings from these different contexts, while important, may not be very relevant to the unique power infrastructure megaproject contexts in Kenya, and may not inform or guide implementation of energy projects in the country. The current study addresses these contextual gaps by focusing on turnkey electrical projects in Kenya.

Conceptual gaps are evident in a number of reviewed studies

[33, 40, 23, 28, 18]

. Conceptual gaps are signaled by the lack of explicit operationalization and conceptualization of the variables. For example, studies on performance of energy projects have not clearly defined the concept and have not operationalized or conceptualized its key practices. These limited definitions and conceptualizations lead to conceptual confusion, which restricts the validity of the study constructs. The conceptual gaps are addressed in the current study through clear definition and operationalization of the concepts of agile project planning methodology and performance of turnkey electrical projects to improve their validity.

There are significant theoretical research gaps in a number of studies

[5, 26, 3, 35, 1]

. Several studies were not grounded in or informed by any theory or theoretical frameworks. The limited focus on theories restricts comprehensive explanations of the study variables, and limits theory development or theory testing. The current study addresses the theoretical gaps by being grounded on complexity, stakeholder and principal-agent theories.

Substantial methodological gaps are present in some of the reviewed studies

[5, 26, 3, 35, 40, 23]

. A number of studies are not explicit about their research designs, target population, data collection, and data analysis techniques; with some adopting inappropriate research designs. Methodological gaps have serious implications for the utilization of study findings, limiting their relevance to similar or related research contexts. The current study addresses methodological gaps by adopting a descriptive correlational research design, by being clear on the target population, explaining data collection techniques, and by providing insights on how data will be analysed. Addressing methodological gaps in the extant and recent studies on energy projects improves the quality of the current study. Against all these issues and research gaps, the current study’s key question is: what is the relationship between agile project planning methodology and performance of turnkey electrical projects in Kenya?

Objective and Research Hypothesis

This study was guided by one objective and one null hypothesis:

To assess the relationship between agile project planning methodology and performance of turnkey electrical projects in Kenya.

H01: There is no significant relationship between agile planning approach and the performance of turnkey electrical projects in Kenya.

2.2. Theoretical Foundation

2.2.1. Complexity Theory

Complexity theory explores the behavior of complex systems, which are characterized by numerous interacting components, non-linear relationships, and emergent properties

[24, 22, 21]

. Key elements include interdependence, dynamics, emergence, non-linearity, and adaptation. It also considers feedback loops, path dependence, and the interplay between order and chaos

[24, 22]

. Complexity theory rests on several key assumptions about the nature of systems. It presupposes that systems are not isolated, and their parts interdepend insofar as they affect one another in some intricate manner

[24, 22]

. Also, it recognizes the fact that information on such systems is never exhaustive, and results are probable, not definite

[24, 22, 21]

. Individual and personal considerations and emotions are also not left behind and are considered to contribute greatly in addition to action and incidences.

The complexity theory is rather relevant in the case of attending the interaction between agile project planning and the performance of turnkey electrical projects

[17, 27]

. The agile frameworks that are most suitable to address the complexity of such projects due to the nature of all of them being linked to many inter-related factors and constantly changing requirements and a great degree of uncertainty also make the iterative development and changeability those approaches most adequate. Complexity theory presents an approach to analysis and interpretation of such complex systems and therefore a more appropriate approach to project management.

Electrical projects, and in particular turnkey electrical projects such as the erection of power generation or high-capacity electrical transmission and distribution systems are complicated. They include a big set of stakeholders, technical designs that are complex, strict rules and the additional risk of hiccups being experienced along the way as power lines wait to be cleared by landowners. These initiating situations are more likely to receive such doubtfulness and with dynamic needs, but an in-flexible project management approach does not mark out as fluently. This may be complex in many ways and the three simplest are that all the technological, organizational and environmental complexities (outside issues like regulations and permits) are prevalent.

Agile practices may be adaptable and alterable in the approach towards development that is subject to change in reaction to the unknown dangers about its sequenced and time minded development. Agility process enables the teams to evolve and change itself and adapt to the complexity in the process rather than trying to predict the complexity then struggling to handle it each time. The focus on teamwork and communication disseminated by Agile help to enhance the information of various teams and stakeholders and go beyond local borders of organizational diversity.

In summary, the complexity theory may give us good understanding of turnkey electrical projects and may also shed light on why the agile methodologies tend to be suitable in order to push through complexities of these projects. A familiarity with the concepts of the complexity theory enables project managers to better utilize the advantages of the Agile methodology in order to enhance the quality of project results.

2.2.2. Stakeholder Theory

Stakeholder Theory in project management says that project success lies in the ability to manage the relationship with all those human groups and individuals with a stake in the outcome of a project. This theory presupposes that the level of success of a project does not strictly depend on its financial performance but also on the value that it creates to all stakeholders namely customers, employees, suppliers, and the community

[10, 11, 29]

. The theory underlines the need to ensure that projects have the objective of adding value to all stakeholders as opposed to just shareholders. This may be economic benefit, social benefit or other value that is pertinent to the stakeholders in question. It is important to build and maintain good positive relations with stakeholders

[11, 29]

. According to this, open communication, transparency, and immediate response to the concerns raised by stakeholders is provided. Stakeholder theory acknowledges possible changes in stakeholder needs and priorities during the course of a project, and it should be handled continuously.

The stakeholder theory acknowledges that conflicts between various groups of stakeholders may erupt

[10, 11, 29]

. Conflict resolution is a vital component in ensuring project forward movement. The inclusion of stakeholders, in the project decision-making process, where doing so is a right fit, may result in beneficial project outcomes and a more positive stakeholder experience. Stakeholder theory points to the significance of ethics in the process of project management, such as fairness, transparency, and consideration of the rights of the stakeholders

[11, 29]

The stakeholder theory is very crucial in analyzing the correlation between agile planning in projects and the output of turnkey electrical projects

[36, 9, 21]

. It gives a framework of how the needs and expectations of various stakeholders, when managed well, can be used to impact project success. If the culture, as well as the process, of agile methodologies related to flexibility, collaboration, and the need to adjust the project to various situations, in a more complicated landscape of turnkey electrical projects, the stakeholder theory with its stress on engagement and communication will benefit the project in question. Stakeholder theory focuses on determining and defining various needs and anticipations of all stakeholders in a project, the clients, the contractors, the suppliers, and even the regulatory bodies, as well as the local community. In turnkey electrical projects, this plays a key role since based on their different viewpoints the various stakeholders consider certain priorities and concerns about the project’s extent, time schedule, cost and the technical description and specifications.

Agile methodologies work best with open and regular communication, and this is what stakeholder theory advocates on transparency and sharing of information. Effective communication makes all stakeholders informed about the progress of the project, possible problems, and any changes that should be made, which lead to trust and cooperation. Agile also encourages active participation of the stakeholders in every stage of the project in an iterative and incremental fashion. The third point, which is agile methods will be able to exploit the various perspectives and experience in order to reach superior outcomes in projects and to increase stakeholder satisfaction by involving them in decision-making processes and consulting them on them. The stakeholder theory focuses on the ways of managing (or establishing) expectations and troubles-shooting any potential conflict. Agile iterative design leads to ongoing feedback and changes that may help to regulate the expectations of stakeholders and reduce the number of conflicts that may arise as a result of changing demands or unseen barriers.

By integrating the requirements of the stakeholders and the feedback, agile methodologies may translate into improved cost, time, and quality performance measurements in projects by using the stakeholder theory. Engaged stakeholders are more likely to be in support of the milestones of the project, they will be checking schedules and be involved in quality assurance and consequently will be part of the overall success of the project. Electrical turnkey projects are usually technically challenging, involve several stakeholders and high level of uncertainty during portions of project implementation. The agile concept can be credited to its flexibility and adaptability towards such complexities alongside the stakeholder theory focus on cooperative interaction that would make the project successful.

In summary, the stakeholder theory can be used as a lens in observing interaction between agile project planning and performance of turnkey electrical projects. By providing an understanding of the significance of stakeholder engagement, communication, and collaboration, stakeholder theory can enable project managers to capitalize on agile methodology in order to enhance the quality of the projects and subsequently successful project delivery.

2.2.3. Principal - Agent Theory

Principal-agent theory studies a situation when one party (the principal) entrusts some tasks or authority to another (the agent) and indicates a possible conflict of interests and asymmetry of information

[15, 8, 12]

. Some of the assumptions of the theory include divergent interests between the agent and the principal, information asymmetry where the principal is on a lower level on information than the agent, and rational and self-interested parties on both sides

[8, 12]

. The beliefs highlight issues to the principal-agent problems including the moral hazard and adverse selection where the agent may not serve the best interest of the principal because of the distorted goal and/or information advantage that they have arisen due to it

[15, 8, 12]

The primary (e.g., a project owner) and secondary (e.g., a project manager) objects of the principal and a secondary (e.g., a project owner) and a secondary (e.g., a project manager) object. The agent may have self-interest and maximize his/her own interest or serve a particular agenda rather than the profit maximization of the principal

[15, 8, 12]

. The agent typically possesses more information about their actions, effort, and the specific situation than the principal. This asymmetry can make it difficult for the principal to monitor the agent's behavior and ensure alignment with their goal

[15, 8, 12]

The theory assumes that both the principal and agent are rational actors motivated by self-interest

[8, 12]

. This means they will make decisions that maximize their own utility, potentially leading to opportunistic behavior. Principals cannot perfectly monitor all actions of the agent, leading to potential for moral hazard, where the agent might shirk effort or engage in risky behavior knowing they won't be fully observed. Principals cannot always perfectly observe the agent's abilities or characteristics before hiring them, leading to potential for adverse selection, where the principal might unknowingly hire an agent with hidden negative attributes

[15, 8, 12]

. Due to the potential for conflicts and information asymmetry, principals incur costs to monitor the agent's behavior and align their interests with their own. These are known as agency costs, which can include monitoring costs, bonding costs (e.g., contracts), and residual loss.

Principal-agent theory is highly relevant in analyzing the relationship between agile project planning and performance in turnkey electrical projects

[25, 38]

. It helps to understand how project owners (principals) delegate tasks and authority to contractors (agents), and the potential for conflicts of interest and information asymmetry, particularly when using agile methodologies. An iterative, incremental approach can create information asymmetry in Agile. The project owner might not necessarily have complete understanding of the progress and problems faced by the contractor, which may result in straying and/or incidences of conscious selection.

Agile is also flexible to accommodate changes in the project but this is also a loophole as it can be used by the agents to abscond or for them to go off track of the initial design resulting in moral hazard. In the case of an agile project, the contractor might be benefiting on some unwarranted advantage due to any know-how or access to essential resources and might even be exploiting the scenario by increasing the prices or re-negotiating their terms and lead to a hold-up problem. Following principal-agent theory will help them to develop such contracts that will motivate the contractor to act out of his own best interest and that of the project owner. This may be in the form of a performance incentive or milestone or shared risk payments.

By and large, principal-agent theory is one of the finest instruments that will help to understand the dynamics of relations within the sphere of the agile project planning and performance, particularly, turnkey electrical projects. With sufficient consideration of possible sources of conflicts of interest, information asymmetry, and to maintain effective monitoring and control, the project owners can utilize the benefits of agile approaches to project success without the risk of a project failing or being delayed.

3. Review of Related Literature

3.1. Empirical Literature Review on Agile Project Planning Methodology

Five recent empirical studies on agile project methodology were reviewed

[5, 26, 3, 35, 1]

. Studies by Badran and Abdallah provided information on the influence of Lean Project Management (LPM) and Agile Project Management (APM) on the provision of project performance in Jordan construction industry

[5]

. This paper highlights six of the notable project performance outcomes, that are, cost, time, quality, client satisfaction, innovation and responsiveness. A questionnaire scaling was developed to enable collection of data about 392 project managers in the construction firms in Jordan. The positive impact on the cost performance was extremely high in LPM. It improved quality performance and client satisfaction as well. LPM, however, had insignificant effects on time, innovation and responsiveness performance indicators. On the one hand, APM was significantly and positively rated on innovativeness and responsiveness. Findings presented in Badran, S., & Abdallah, A. reflect avoidable contextual, theoretical, conceptual and methodological gaps

[5]

. The study was undertaken in Jordan, whose contexts is markedly different from that of Kenya. Moreover, the research was not informed by any theory. Additionally, the elements or defining features of the agile methodology were not operationalized and the research methods employed were not explicitly discussed. The current study addressed the contextual gap by investigating turnkey electrical projects in Kenya and addressed the conceptual and theoretical gaps through clear operationalization of agile planning methodology, and by being anchored on complexity, stakeholder and principal-agent theories.

Michu, M., & Osoro, A examined the effect of agile project management strategies on performance of road construction projects in Nairobi City County, Kenya

[26]

. The specific objectives are to examine the effect of, extreme strategy and incremental strategy on the performance of road construction projects in Nairobi City County, Kenya. The study was guided by Goal-setting theory, and the Incremental Theory of Decision Making. Descriptive research design was used. The study targeted 29 road projects and 290 project management staff. The regression analysis confirmed that agile project management strategies significantly influence the performance of road construction projects. Incremental strategy (β = 0.357, p < 0.05) had the strongest positive impact, emphasizing the importance of structured execution and phased implementation. Extreme strategy (β = 0.288, p < 0.05) highlighted the role of rapid decision-making. A study by Michu, M., & Osoro, A. presents theoretical, conceptual and methodological gaps

[26]

. The study was not informed by any theory. Moreover, the constitutive elements or defining characteristics of the agile methodology were not operationalized and the research methods employed were not explicitly discussed. The current study addressed the contextual gap by investigating turnkey electrical projects in Kenya and addressed the conceptual and theoretical gaps through clear operationalization of agile planning methodology, and by being anchored on complexity, stakeholder and principal-agent theories.

Aladayleh, K. J. examined a proper model that measures the smoothness of the accomplishment of building project in Jordan

[3]

. The model underlying the study assumes that the involvement of the clients has the potential to influence the project management process and the acquisition of agile. On one side, agility and project management procedures influence operational performance and the efficacy of the project’s handovers. To find out the answers to his research questions, the researcher surveyed 170 individuals who have the experience of being building site supervisors. Structural equation modeling and confirmatory factor analysis were implemented. The results indicated that the involvement of client opinions in adopting agile practices, processes and project management led to positive results. Client involvement was discovered to be mediated by project management methods, operational performance and the use of agility procedures in ensuring a successful project handover. In the study conducted by Aladayleh, K. J., the author demonstrates the contextual, theoretical, conceptual and methodological gaps

[3]

. The study was undertaken in Jordan, whose contexts is markedly different from that of Kenya. Moreover, the research was not informed by any theory. Moreover, the elements or defining features of the agile methodology were not operationalized and the research methods employed were not explicitly discussed. The current study addressed the contextual gap by investigating turnkey electrical projects in Kenya and addressed the conceptual and theoretical gaps through clear operationalization of agile planning methodology, and by being anchored on complexity, stakeholder and principal-agent theories.

Prica, F., & Bjelic, N. explored the role of agile project management in a dynamic corporate environment

[35]

. Agile project management was recognized for its emphasis on decentralizing control and empowering team members to adapt to change. Given the increasing complexity and unpredictability of today’s projects, APM has proven to be an invaluable asset for both knowledge workers and the project managers who oversee their efforts. This paper aims to encourage the adoption of agile methodologies within the corporate sector, providing a comprehensive outline of the approach. Prica and Bjelic’s study presents contextual, theoretical, conceptual and methodological gaps

[35]

. The context of the geographical and programmatic contexts of the research was not explained, and the study was not informed by any theory. Moreover, the constitutive elements or defining characteristics of the agile methodology were not operationalized and the research methods employed were not explicitly discussed. The current study addressed the contextual gap by investigating turnkey electrical projects in Kenya and addressed the conceptual and theoretical gaps through clear operationalization of agile planning methodology, and by being anchored on complexity, stakeholder and principal-agent theories.

Adedokun, Akunna, Olalemi, Sanni and Hammed examined the influence of agile and hybrid project management on project efficiency and risk mitigation in contemporary project environments

[1]

. The study found that while traditional project management offers predictability and structure, it often lacks flexibility, and agile methodologies ensure adaptability, but faces challenges when implemented in large-scale projects. It also found that agile and hybrid approaches leverage on the strengths of traditional and agile project management methodologies by combining planning and risk assessment with stakeholder engagement and iterative development of agile practices. The findings, therefore, suggest significant value offered by agile and hybrid methodologies in adaptability to change, stakeholder collaboration, and risk management. The study by Adedokun, Akunna, Olalemi, Sanni and Hammed, however, presents contextual, theoretical, conceptual and methodological gaps

[1]

. The programmatic and geographical contexts of their study were not explained, and the study was not informed by any theory. Again, the constitutive elements or defining characteristics of the agile methodology were not operationalized and the research methods employed were not explicitly discussed. The current study addressed the contextual gap by investigating turnkey electrical projects in Kenya and addressed the conceptual and theoretical gaps through clear operationalization of agile planning methodology, and by being anchored on complexity, stakeholder and principal-agent theories.

3.2. Empirical Literature Review on Performance of Turnkey Electrical Projects

Five empirical studies on performance of energy projects were reviewed

[33, 40, 23, 28, 18]

. Oluokun, Akinsooto, Ogundipe and Ikemba explored the synergies between policy and technology in enhancing the performance of energy efficiency projects, verifying savings, and ensuring compliance with standards

[33]

. They found that policies that foster collaboration between stakeholders, including government agencies, industry players, and technology providers, are instrumental in advancing performance of energy efficiency projects and measurement and verification (M&V) practices and overcoming implementation challenges. The integration of innovative technologies into M&V processes allows for more precise and dynamic energy performance assessments. The study by Oluokun, Akinsooto, Ogundipe and Ikemba presents contextual, theoretical, conceptual and methodological gaps

[33]

. The context of the geographical and programmatic contexts of the research was not explained, and the study was not informed by any theory. Moreover, the constitutive elements or defining characteristics of project performance were not operationalized and the research methods employed were not explicitly discussed. The current study addressed the contextual gap by investigating turnkey electrical projects in Kenya and addressed the conceptual and theoretical gaps through clear operationalization of performance of turnkey electrical projects, and by being anchored on complexity, stakeholder and principal-agent theories.

Zheng, Imran, Umair, Lin and Dong investigated the role of advanced panelizing and optimization techniques in renewable energy projects, focusing on their potential to mitigate Carbon Dioxide (CO₂) emissions and enhance the circular economy across ten countries: the United Kingdom, United States, China, Canada, India, Germany, Japan, Russia, Korea Republic, and Iran, over the period 1990–2024

[40]

. The study employed Hurlin causality evaluation. The study found that Renewable energy adoption significantly reduces CO₂ emissions, particularly in high-emission economies like China, the United States, and India. The research by Zheng, et al presents contextual, theoretical, conceptual and methodological gaps

[40]

. The context of the geographical and programmatic contexts of the United Kingdom, United States, China, Canada, India, Germany, Japan, Russia, Korea Republic, and Iran are totally different from that of Kenya. Moreover, the constitutive elements or defining characteristics of project performance were not operationalized and the research methods employed were not explicitly discussed. Their research was not explained, and the study was not informed by any theory. The current study addressed the contextual gap by investigating turnkey electrical projects in Kenya and addressed the conceptual and theoretical gaps through clear operationalization of performance of turnkey electrical projects, and by being anchored on complexity, stakeholder and principal -agent theories.

Maina and Mbutu investigated the effect of contract administration and relationship management on implementation of renewable energy projects in Kenya

[23]

. This study used a descriptive design with questionnaire as the instrument for data collection. The target population was 45 renewable energy projects in Kenya. The study found that contract administration has the most positive significant influence on implementation of renewable energy projects in Kenya. The study also concluded that relationship management has a positive and significant influence on implementation of renewable energy projects in Kenya. The study by Maina and Mbutu presents contextual, conceptual and methodological gaps

[23]

. In addition, constitutive elements or defining features of a construction of project implementation were not explicitly operationalized and presented. The current study addressed the contextual gap by investigating turnkey electrical projects in Kenya and addressed the conceptual and theoretical gaps through clear operationalization of performance of turnkey electrical projects.

Musili and Musembi investigated the influence of project planning practices and assessed the influence of risk management practices on the implementation of solar energy projects in the telecommunication industry in Kenya

[28]

. The target population was 180 key implementers and decision makers. The study found a positive correlation between well-structured planning and project performance of solar energy projects. The study however presents contextual, conceptual and methodological gaps. The constitutive elements or defining characteristics of project implementation were not explicitly operationalized and discussed. Moreover, their research focused on both project implementation and project performance, without explicit definition of these concepts, which presents both contextual and conceptual research gaps. The current study addressed the contextual gap by investigating turnkey electrical projects in Kenya and addressed the conceptual and theoretical gaps through clear operationalization of performance of turnkey electrical projects.

Kiarie, Gakuu, Kidombo and Mwangi examined how institutional culture influences the implementation of rural electrification projects in Kenya's central rift region

[18]

. This study used correlational research design. Results suggest strong positive correlation (r =.827, p <.001) between institutional culture and project implementation. Regression analysis showed institutional culture as a significant predictor (t = 15.803, p < 0.05) of successful implementation, with each unit increase in institutional culture corresponding to a 0.720 unit increase in implementation effectiveness. The study by Kiarie et al, presents contextual, conceptual and methodological gaps

[18]

. Their research focused on both project implementation and project performance, without explicit definition of these concepts, which presents both contextual and conceptual research gaps. Moreover, the defining elements or defining characteristics of project implementation were not explicitly operationalized and discussed. The current study addressed the contextual gap by investigating turnkey electrical projects in Kenya and addressed the conceptual and theoretical gaps through clear operationalization of performance of turnkey electrical projects.

4. Methodology

This section describes the research methodology, outlining the research philosophy and design, population and sample selection, methods of data collection, the analysis techniques of data, ethical issues, and formed shortcomings of the study.

4.1. Research Philosophy

The research philosophy for the study was positivism

[4, 7]

. Positivism assumes that reality is external and can be studied through empirical evidence, aiming for generalizable and replicable findings

[4, 7]

. Positivism emphasizes the importance of objectivity in research. Researchers strive to minimize their own biases and perspectives to ensure the findings are based on observable facts and data. Positivist research often aims to produce findings that can be generalized to a larger population and that can be replicated by other researchers

[4, 7]

Adopting a positivist research philosophy in investigating the relationship between agile project planning and turnkey electrical project performance offered the strength of objective, quantitative analysis that allowed for the identification of statistically significant relationships and the generalization of findings. This approach emphasized measurable variables, which enabled the assessment of the extent to which agile practices contribute to success of turnkey electrical projects in the Kenyan context.

4.2. Research Design

This study used mixed-methods sequential explanatory design

[14, 37]

. An exploratory sequential mixed methods design is a research approach that begins with a qualitative phase, followed by a quantitative phase

[14]

. This design is used when the researcher wants to explore a topic in-depth using qualitative methods and then generalize or test those findings with a larger sample using quantitative methods. It's particularly useful for developing new instruments, taxonomies, or treatment protocols

[14, 37]

The design is relevant for investigating the relationship between agile project planning and turnkey electrical project performance. This approach allowed the researchers to first quantify the relationship using statistical analysis and then used qualitative data to explain the nuances and reasons behind the observed relationships between the independent and dependent variables. This combination provided a more comprehensive understanding than either quantitative or qualitative methods alone

[14, 37]

4.3. Target Population

The target population for this study is five (5) large scale national turnkey electrical projects implemented by the Kenya national government through its energy agencies. Table 1 below summarizes the target population and the target respondents (units of observation).

Table 1. Target Population Table.

Name of Turnkey Electrical Project	Target Respondents	Number
Last Mile Connectivity Project	Project Managers	5
	Civil Project Engineers	2
	Electrical Project Engineers	6
	Project Finance / Procurement Officer	3
	Total	16
Kenya Electricity Expansion Project	Project Managers	3
	Civil Project Engineers	4
	Electrical Project Engineers	4
	Project Finance / Procurement Officer	2
	Total	13
Energy Sector Recovery Project	Project Managers	3
	Civil Project Engineers	1
	Electrical Project Engineers	3
	Project Finance / Procurement Officer	1
	Total	8
The Rights Issue Project	Project Managers	2
	Civil Project Engineers	1
	Electrical Project Engineers	3
	Project Finance / Procurement Officer	1
	Total	6
Kenya Electricity Modernisation Project	Project Managers	3
	Civil Project Engineers	2
	Electrical Project Engineers	4
	Project Finance / Procurement Officer	2
	Total	11
	Total	55

Sources: Organizational/ Project Records

4.4. Sample Size and Sampling Methods

The sample size for this study was fifty-five (55) project managers and project engineers responsible for the five (5) large scale national turnkey electrical projects. Simple, stratified and purposive sampling methods were used

[34, 13]

. Simple random sampling was important for ensuring the quantitative phase of the research was representative of the population, which was crucial for generalizing findings

[34, 13]

. This assisted in reducing bias during all the initial quantitative data collection and resulted in a more targeted path towards qualitative data collection to enhance the explanation of quantitative results.

The use of stratified random sampling was significant because it provided varied and representative samples of turnkey electrical projects and target respondents in both quantitative and qualitative phases, resulting in substantial findings that contributed toward generalizability

[34, 13]

. By categorising the population into meaningful subgroups (strata) and randomly sampling the population within each category it ensured that the population was represented in terms of key characteristics of the population, and it also helped eliminate potential bias as in the case of the qualitative phase where deep insights into various perspectives on the topic were paramount.

Qualitative phase of the study benefited a lot in terms of purposive sampling because it helped to choose reliable participants who could give the best explanation or elaboration of the quantitative results

[34, 13]

. Such a strategy guaranteed that the qualitative data gathered would be thorough and add more information to the correlation between the agile planning methodology and performance of turnkey electrical projects, contributing to the explanatory value of the entire research study.

4.5. Data Collection Method

A 5-likert scale questionnaire and an interview guide were utilised. Section A of the questionnaire allowed determining the nature of the turnkey electrical project. Section B traced the elements and perceived worth of agile project planning approach and Section C, addressed the performance of turnkey electrical projects. The items in the instrument were measured using a five-point Likert scale, ranging from 1 to 5, where 5 = Strongly Agree, 4 = Agree, 3 = Neutral, 2 = Disagree, and 1 = Strongly Disagree.

For primary analysis, the 5-point ordinal scale was transformed statistically to ensure that the distance between each category of response was equidistant. The assumption of equidistance was key for the parametric methods used in this study to analyze the data. The quantitative interpretation of the 5-point Likert scale measures employed in this study adopted categorization, which recommended that: a point range of 1.00 - 1.80 for strongly disagree, 1.81-2.60 for Disagree, 2.61-3.40 for Neutral, 3.41-4.20 for Agree, and 4.21-5.00 for Strongly agree

[32]

4.6. Data Analysis Techniques

Data was analysed descriptively and inferentially. The null hypotheses were tested and found significant at level of significance of 0.05. The decision rules were followed, where the Null Hypothesis are rejected, when P-value < 0.05; otherwise, it is accepted. The following one null hypothesis was tested using the Pearson correlation p-values in less than of 2-tailed test.:

Model for Hypothesis 1; H₀₁: There is no significant relationship between agile project planning approach and the performance of turnkey electrical projects.

Performance of turnkey electrical projects = ƒ (agile planning approach, random error).

Y_j=β₀₊β₁X_{1 +}ε_i

Where β₀- Population’s regression constant, X₁ – agile project planning approach, β_ithe regression coefficient of agile planning approach and ε -is the Model error variable.

Simple regression models will be used to make predictions or inferences about the population of study from observations and analyses of a sample. More specifically, the hierarchical multiple regression models advanced by Baron, R. M., & Kenny, D. A will be used to establish the statistical significance of the relationships between independent, moderating, intervening and dependent variables

[6]

5. Findings / Results

5.1. Questionnaire Return Rate

The study targeted 55 respondents from various turnkey electrical projects. Out of these, 45 completed and returned the questionnaires. This response rate was adequate for statistical analysis and was considered acceptable for the purposes of the study.

Table 2. Questionnaire Return Rate.

Response Status	Frequency	Percentage
Returned	45	81.8%
Not Returned	10	18.2%
Total	55	100.0%

As presented in Table 2, 81.8% of the targeted respondents returned the questionnaires, while 18.2% did not. This high response rate strengthened the credibility of the data collected and supported the generalizability of the findings to the selected turnkey electrical projects.

5.2. Characteristics of the Turnkey Electrical Projects

This section presents background information on the respondents and projects involved in the study. Understanding these demographics is essential for contextualizing the findings and interpreting how the characteristics of the projects may relate to planning approaches and performance outcomes.

5.3. Distribution of Positions Held in Turnkey Electrical Projects

Respondents were asked to indicate the positions or roles they held within the turnkey electrical projects they were part of.

Table 3. Distribution of Positions Held in Turnkey Electrical Projects.

Position	Frequency	Percentage
Project Manager	27	60.0%
Electrical Engineer	9	20.0%
Distribution Engineer (MV/LV Lines)	1	2.2%
Project Management Specialist	2	4.4%
Civil Engineer	2	4.4%
Power Purchase Engineers (Electrical / Mechanical)	2	4.4%
Power System Protection Engineer	2	4.4%
Total	45	100.0%

Table 3 shows that the majority of respondents, 60.0%, were project managers, followed by electrical engineers at 20.0%. Other positions were less frequently represented, including project management specialists (4.4%), civil engineers (4.4%), power purchase engineers (4.4%), power system protection engineers (4.4%), and distribution engineers (2.2%). This distribution indicates that most insights came from those in strategic leadership roles, which enhances the reliability of the responses with respect to planning and performance evaluation.

5.4. Distribution of Years in Which the Turnkey Electrical Projects Were Implemented

Respondents were asked to indicate the years during which the projects they were involved in were implemented.

Table 4. Distribution of Years the Turnkey Electrical Projects Were Implemented.

Implementation Period	Frequency	Percentage
Before 2010	9	20.0%
2011–2013	11	24.4%
2014–2016	10	22.2%
2017–2019	10	22.2%
2020–2021	1	2.2%
2022 to Present	4	8.9%
Total	45	100.0%

As shown in Table 4, the majority of the projects were implemented between 2011 and 2019. Specifically, 24.4% of projects began between 2011–2013, while 22.2% started between 2014–2016 and another 22.2% between 2017–2019. Projects started before 2010 accounted for 20.0%, and a smaller proportion began from 2020 onwards (2.2% in 2020–2021 and 8.9% from 2022 to the present). This distribution suggests that the majority of projects analyzed were implemented over the past decade, representing a mix of legacy and recent projects.

5.5. Distribution of the Source of Funds/Finance for the Turnkey Electrical Projects

Respondents identified the source(s) of financing for the turnkey electrical projects they were part of.

Table 5. Distribution of Sources of Finance for Turnkey Electrical Projects.

Source of Finance	Frequency	Percentage
Government Funding	33	73.3%
Developmental Partners	8	17.8%
Internally Generated Revenue	1	2.2%
Financial Institutions	3	6.7%
Total	45	100.0%

According to Table 5, most projects (73.3%) were financed through government funding. Developmental partners accounted for 17.8% of the funding, while financial institutions contributed 6.7%. Internally generated revenue was the least common source, accounting for only 2.2% of the projects. The dominance of government funding reflects the public infrastructure nature of these projects and highlights the role of state-led investment in electrification and energy access.

5.6. Distribution of the Scope/Scale of Turnkey Electrical Projects in Kenya

This subsection sought to establish the scale or geographical scope within which the electrical projects were implemented.

Table 6. Distribution of the Scope/Scale of Turnkey Electrical Projects.

Project Scale	Frequency	Percentage
National	38	84.4%
Cross-County	6	13.3%
Sub-County/Ward	1	2.2%
Total	45	100.0%

As shown in Table 6, 84.4% of the projects were national in scope, indicating that they spanned across multiple counties or regions. Cross-county projects accounted for 13.3%, while only 2.2% were implemented at the sub-county or ward level. These figures underscore the macro-level focus of the study and the relevance of national-scale planning strategies in determining project performance.

5.7. Distribution of the Approaches Being Implemented in Turnkey Electrical Projects

Respondents indicated the planning strategies or approaches used in their projects.

Table 7. Distribution of Approaches Used in Turnkey Projects.

Planning Approach	Frequency	Percentage
EPC (Engineering, Procurement & Construction)	36	80.0%
Design-Build (Substations & Lines)	6	13.3%
Automation and Digitization	2	4.4%
Technological Innovations	1	2.2%
Total	45	100.0%

Table 7 shows that the majority of the projects (80.0%) applied the EPC model, which is typical for large-scale turnkey infrastructure development. The Design-Build approach was used in 13.3% of cases, while a small number of respondents reported the use of automation and digitization (4.4%) or technological innovations (2.2%). These results reflect a strong preference for traditional, contract-driven planning models in the electrical sector.

5.8. Performance of Turnkey Electrical Projects

This section presents descriptive statistics on how respondents rated the performance of turnkey electrical projects in Kenya. All statements elicit a certain aspect of project outcome, and the responses contribute to finding out the effectiveness of projects in reaching the projected goals.

Table 8. Performance of Turnkey Electrical Projects.

Statement on Performance of Turnkey Electrical Projects	N	Mean	Std. Deviation
Turnkey electrical projects in Kenya have enabled power generation, transmission and transformation capacity, expanded the reach of the electricity grid, connecting more households and businesses and availed power supply to off grid areas	45	4.71	0.695
Turnkey electrical projects in Kenya have increased access to electricity, improving service reliability	45	4.67	0.739
Turnkey electrical projects in Kenya have demonstrably improved the quality of electrical infrastructure and services	45	4.56	0.755
Turnkey electrical projects in Kenya have upgraded infrastructure and implemented new technologies leading to more reliable electricity supply, reducing outages and disruptions	45	4.44	0.867
Turnkey electrical projects in Kenya have improved cost efficiency and reduced losses of the utility electrical companies	45	3.91	1.203
Turnkey electrical projects in Kenya have enhanced stakeholder satisfaction and customer satisfaction	45	4.09	0.900
Turnkey electrical projects in Kenya have contributed to reduced project cost overruns because they often involve fixed-price contracts	45	3.53	1.342
Turnkey electrical projects in Kenya have effectively mitigated scope creep and improved project outcome	45	3.80	0.944
Turnkey electrical projects have streamlined the process of implementing electrical services, making it easier and faster to deliver power to new areas in Kenya	45	4.18	0.960

Table 8 indicates that there was agreement to a reasonable extent on the dimensions used to describe the performance of turnkey electrical projects by the respondent. The first statement which evaluated whether turnkey projects have facilitated the generation of power, transmission and transformation capability, extended the grid, and made power available in off-grid locations has the highest mean score of 4.71 with the standard deviation of 0.695. This implies that grid expansion and delivery of infrastructure was a major success of such projects which nearly all respondents firmly agreed to. The second statement, more people had access to electricity and the quality of service was improved because of turnkey projects, was recorded with 4.67 (SD = 0.739), as well, stressing that turnkey projects were a significant contributor to the achievement of greater access to electricity and improved reliability of supply to end-users.

The mean score of the third statement that turnkey projects have enhanced quality of electrical infrastructure and services, was equal to 4.56 with a standard deviation of 0.755. Strong agreement was recorded among the respondents that the projects improved the quality in both hardware and service delivery. The final one, which had the greatest mean (4.44; SD = 0.867), upgrading the infrastructure and minimizing power cut-offs as a result of the technological interventions, was rated highly in most common setups but again leading to the same conclusion that the projects contributed to the modernization of Kenya power systems. The fifth statement evaluated the project’s capabilities to enhance cost effectiveness and to decrease company losses for a utility. It had a mean of 3.91 with moderately large standard deviation of 1.203 with moderate agreement having considerable variation in responses.

Although the score was positive, it is very likely that some respondents were less aware or had mixed experience on the topic of improvements in cost efficiency. The sixth item related to stakeholder and customer satisfaction received a mean of 4.09 (SD = 0.900), showing general agreement that turnkey projects enhanced satisfaction levels among key stakeholders, although with moderate variability. The seventh item, which examined whether turnkey projects reduced cost overruns due to the use of fixed-price contracts, had a lower mean score of 3.53 and the highest standard deviation of 1.342 among all items. This would indicate that the views of the respondents would even have a stronger tendency to be divided with some found to be agreeing whilst others might either be still undecided or fully disagree depending on the monetary success of their projects.

The eighth statement categorized in abatement of scope creep and better results of the project had a mean of 3.80 and standard deviation of 0.944. This means they are in agreement with each other moderately, with minor disparities in their perception on the effectiveness of scope control using turnkey model. Finally, the ninth item that evaluated the ease of use and efficiency in implementing and delivering turnkey projects posted a mean of 4.18 (SD = 0.960) indicating a positive experience of increased turnkey project speed and efficiency of operations in new regions in Kenya. Collectively, the descriptive statistics indicate that turnkey electrical projects in Kenya were viewed positively by stakeholders, especially in areas relating to infrastructure expansion, improved electricity access, service reliability, and satisfaction. However, opinions were more mixed regarding financial management aspects such as cost overruns and cost efficiency.

5.9. Agile Project Planning Approach and Performance of Turnkey Electrical Projects

This section discusses the association between turnkey electrical project performance and the agile project planning approach. The Agile approach has been measured by such points as iterative release, flexibility, teamwork, and efficiency in the use of resources.

Table 9. Descriptive Statistics for Agile Project Planning Approach.

Statement on Agile Project Planning Approach	N	Mean	Std. Deviation
Agile’s incremental and iterative approach enables the delivery of working projects in a shorter cycle	45	4.33	0.953
Agile allows for quick adjustments to job site conditions, unexpected challenges, or changes in scope, ensuring the project stays on track	45	4.49	0.815
By breaking down projects into smaller sprints, Agile enables teams to make real-time adjustments and continue progress smoothly as changes occur	45	4.64	0.712
Agile encourages close collaboration between team members, stakeholders, and the project owner, fostering a more inclusive environment	45	4.40	0.889
Agile allows for incremental delivery of working power systems, providing stakeholders with demonstrable value early and often	45	4.29	1.014
By focusing on smaller, manageable units of work, Agile can lead to faster completion times and quicker delivery of project milestones	45	4.44	0.893
Constant feedback mechanisms and interactions with the clients guarantee that they feel connected with the final output and its performance gap	45	4.64	0.712
The iterative nature of Agile also enables it to carry out a periodic review of its performance and have a chance to correct or to improve itself which in turn results to continuous change and optimization	45	4.58	0.723
Agile's focus on delivering value incrementally and adapting to change can help reduce resource wastage and improve overall efficiency of project management	45	4.38	0.960
By understanding resource needs through regular feedback and communication, Agile helps optimize resource allocation and potentially lower project costs	45	4.42	0.812

Table 9 presents Descriptive Statistics for Agile Project Planning Approach. The first statement, emphasizing Agile’s incremental and iterative approach for faster project delivery, received a mean of 4.33 (SD = 0.953), indicating strong agreement on its ability to shorten project cycles. The second statement, highlighting Agile’s adaptability to job site conditions and scope changes, scored a mean of 4.49 (SD = 0.815), reflecting its strength in maintaining project momentum.

The third statement, focusing on breaking projects into sprints for real-time adjustments, had the highest mean of 4.64 (SD = 0.712), suggesting robust support for Agile’s flexibility. The fourth statement, on fostering collaboration, scored a mean of 4.40 (SD = 0.889), indicating agreement on its inclusive environment. The fifth statement, about incremental delivery of working power systems, had a mean of 4.29 (SD = 1.014), showing moderate agreement on early value delivery. The sixth statement, on faster completion through manageable work units, scored 4.44 (SD = 0.893), reinforcing Agile’s efficiency.

The seventh statement, on regular feedback ensuring alignment with client vision, also scored 4.64 (SD = 0.712), highlighting strong support for client involvement. The eighth statement, on iterative performance reviews, had a mean of 4.58 (SD = 0.723), indicating agreement on continuous improvement. The ninth statement, on reducing resource wastage, scored 4.38 (SD = 0.960), and the tenth, on optimizing resource allocation, scored 4.42 (SD = 0.812), both reflecting positive perceptions of Agile’s resource management.

Correlation Analysis of Agile Project Planning Approach and Performance of Turnkey Electrical Projects

Table 10. Correlation between Agile Project Planning Approach and Performance of Turnkey Electrical Projects.

	Agile Project Planning Approach	Performance of Turnkey Electrical Projects
Agile Project Planning Approach	1.000	.728**
Performance of Turnkey Electrical Projects	.728**	1.000
Sig. (2-tailed)		.000
N	45	45

Table 10 presents Correlation between Agile Project Planning Approach and Performance of Turnkey Electrical Projects. The Pearson correlation coefficient between the Agile planning approach and project performance was r =.728, indicating a strong and statistically significant relationship (p <.01). This suggests that greater adoption of agile methodologies is strongly associated with enhanced performance in turnkey electrical projects.

Regression Analysis of Agile Project Planning Approach on Performance of Turnkey Electrical Projects

Table 11. Model Summary – Agile Planning Approach.

Model	R	R Square	Adjusted R Square	Std. Error of the Estimate
1	.728	.530	.519	.50895

Model Summary - Agile Planning Approach is shown in Table 11. The regression model suggests the R Square of 0.530, which means that 53.0 percent of the variation in the project performance may be described with the Agile planning approach. The Adjusted R Square of 0.519 shows good strength of the model with a standard error of 0.50895.

ANOVA of Agile Project Planning Approach on Performance of Turnkey Electrical Projects

Table 12. ANOVA Results – Agile Planning Approach.

Model	Sum of Squares	df	Mean Square	F	Sig.
Regression	12.571	1	12.571	48.531	.000
Residual	11.138	43	.259
Total	23.709	44

Table 12 shows ANOVA Results- Agile Planning Approach. According to the ANOVA results, the F variation is significant (48.531, p =.000) meaning significant regression model that explains adequate variation in performance of projects.

Coefficients for Regression of Agile Project Planning Approach on Performance

Table 13. Regression Coefficients – Agile Planning Approach.

Model	Unstandardized B	Std. Error	Standardized Beta	t	Sig.
(Constant)	.552	.531		1.040	.304
Agile Project Planning Approach	.820	.118	.728	6.966	.000

The unstandardized coefficients of the Agile approach (B =.820) describes that raising 1 unit in agile planning approach score by 1 outcome gives a 0.820-point increase in the project performance. This is significantly significant (p<.001), t=6.966, that there is a strong positive relationship between Agile and performance. The constant term is not significant (p =.304), suggesting that performance relies heavily on the Agile approach.

6. Conclusion

The Agile project planning method reflected the strongest individual influence on project performance among all the methodologies examined. Its adaptive and iterative philosophy, with sprints and ongoing feedback loops, was commonly admired for enabling rapid response to changing project conditions, promoting collaboration, and delivering incremental value. The participants commended the capacity of Agile to divide a project into manageable pieces that the participants could conduct and watch their development, thereby giving them an opportunity to constantly enhance performance. A Pearson correlation coefficient value of 0.728 (p < 0.01) and a regression result approximating that Agile explains 53.0% of the performance variance (R 2 = 0.530, R 2 Adjusted = 0.519) showed statistical significance. The unstandardized coefficient of 0.820 (p < 0.001) indicated that as Agile adaptation changes by one unit, performance changed by 0.820 units, and ANOVA verified the significance of the model (F = 48.531 p = 0.000). These results justify earlier assertions in the research that Agile is highly suitable for dynamic project environments, particularly in electrical infrastructure projects with mobile site conditions or shifting technology requirements.

Qualitative results from interviews confirmed Agile's success in stakeholder expectations management through effective communication as pivotal to customer satisfaction and project alignment. The respondents in the interviews listed Agile's iterative delivery method, facilitating early detection and solving of issues, reducing delays and increasing service dependability. Nevertheless, others, in the interviews, pointed to drawbacks in team competence and proper communication facilities for the optimal realization of agile benefits, pointing to its success being dependent on organizational capabilities and project environment.

The findings provide a holistic understanding of the influence of Agile project planning approach on Kenyan turnkey electrical project performance, contributing to project management practice and theory. The high response rate of 81.8% and the predominance of project managers and electrical engineers in responses ensure that the results reflect well-informed perceptions of key stakeholders. The time frame of the projects, mainly between 2011 and 2019, and their nationwide coverage point to the timeliness of the results in informing Kenya's mass electrification drive, with public financing of the projects underscoring the government's pivotal role. The extensive application of the EPC model is consistent with its proven function in delivering complicated infrastructure projects, where it offers a systematic model for implementation.

The high scores on performance, particularly on grid expansion (mean = 4.71), electricity access (mean = 4.67), and infrastructure quality (mean = 4.56), validate the success of turnkey projects in advancing Kenya's energy goals. The results align with literature that emphasizes the turnkey approach's ability to integrate design, procurement, and construction for efficient delivery. However, the lesser scores for cost efficiency (mean = 3.91) and minimizing cost overrun (mean = 3.53) reflect issues of financial management, perhaps due to exogenous uncertainty such as economic fluctuations or project idiosyncrasies, consistent with studies noting the insufficiency of fixed price contracting under dynamic conditions.

7. Recommendations

The study makes the following recommendations.

7.1. Policy Actions

Ministry of Energy and The National Treasury officials in Kenya's power sector should create policies that enable the strategic integration of agile project planning methodology to enhance the performance of turnkey electrical projects. Regulating bodies, such as the Energy and Petroleum Regulatory Authority and The National Treasury, should establish guidelines that encourage project managers to select methodologies based on project-specific parameters, such as size, complexity, and environmental dynamism instead of adopting those recommended by donors without being contextualized.

In order to solve the results of the study in affix respect of the obstacles of financial management, the policymakers need to proceed beyond strict cost controlling processes in turnkey contracts by making sure that all the planning parameters which will encourage cost overruns are completed before they take the projects contracting. This can be linked with a standardization of financial audit periodically and open budget arrangements and protection against cost over-stretches. Study of sound financial management had hitherto been concentrated so as to complete technical success of turnkey project. The policies should also facilitate the establishment of public-private relationships to extend a variety of sources of money which would reduce government fundings in addition to enhancing the sustainability of the project.

7.2. Practical Applications

To ensure optimization of performance of the turnkey electrical projects, the turnkey electrical project managers should integrate a tailor-made agile project planning strategy. Agile planning methodology is to be utilized in project stages or projects that involved agility i.e. new technology projects or projects where the site conditions were not clear. Its incremental delivery and feedback cycles can enhance responsiveness and stakeholder satisfaction, as the discovery of the research shows. Project managers have to invest in training teams to properly implement Agile in order to have robust communications systems and trained staff to maximize its benefits.

To avoid financial management issues, a practitioner can link cost controls / risk management practices in accordance with findings that cost effectiveness is a weak attribute of turnkey projects. Stakeholder engagement should also be prioritized across all models, particularly in Agile to ensure coordination and optimize client satisfaction.

7.3. Contributions to Theory

The study contributes to project management theory by providing empirical support for the use and suitability of agile planning methodology in turnkey electrical projects. The findings can be extrapolated further by theoretical models that define under which conditions the agile method will be best suited. They can incorporate project-specific variables, such as scale, complexity, and stakeholder relationships, to assist in methodology selection. The emphasis on research into the deep influence of Agile suggests a theory call to explore the use of adaptive methods in traditionally traditional areas like infrastructure. Researchers must look into how large, complex projects are scaled up using Agile, leveraging the evidence in the research that iterative delivery enhances performance.

Identification of financial management problems suggests insufficient theoretical focus in current project management theory, where technical and operational performance receives more priority. Future theoretical research should develop frameworks that integrate cost control and financial risk management as essential elements in adaptive planning models to cater to the study findings on cost effectiveness. Such contributions close the theoretical discourse on project management by providing a foundation for further conceptual elaboration on methodology integration in infrastructure construction.

7.4. Areas for Further Research

The results of the study introduce a number of topics to follow in further research to enhance the scholarship in the field of project planning of turnkey electrical works. On the one hand, researchers should examine the specifics of the contextual elements that affect the success of agile method, including the size of the projects, models of finance, or technological progress. Second, longitudinal investigation might be conducted in order to trace the development of the performance of agile planning methods with reference to the time, especially when the electrical industry of Kenya is being integrated with new technologies such as smart grids or renewable system of power sources. Such research can be used to supplement the results of the current study by investigating the sustainability of project impact in built variables.

Third, the cost inefficiency and overrun problems that have occurred during the study need to be investigated further. In order to address the financial frailties, there is need to explore tailor-made cost control provisions so as to convert turnkey projects such as progressive budgeting processes or risk-sharing. This would attract further studies on why better management in terms of financial side in the development of infrastructure is desired. Finally, observational research on other developing countries would examine the testability of the generalizability of the study by attempting to determine how the agile method would perform within different institutional and economic contexts. Such research would give a broader scope in the space of project planning of the infrastructural development and an expansion of the study results to the Kenyan situation. Such research pockets would further develop the theory and application extensions of project management methods in the emerging economies.

Abbreviations

ANOVA	The Analysis of Variance
EPC	Engineering, Procurement & Construction
LPM	Lean Project Management
APM	Agile Project Management
M&V	Measurement and Verification
CO₂	Carbon Dioxide
SD	Standard Deviation

Conflicts of Interest

The authors declare no conflicts of interest.

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Syengo, D. N., Abuya, I. O. (2025). Agile Project Planning Methodology and Performance of Turnkey Electrical Projects in Kenya. American Journal of Management Science and Engineering, 10(4), 79-96. https://doi.org/10.11648/j.ajmse.20251004.12

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Syengo, D. N.; Abuya, I. O. Agile Project Planning Methodology and Performance of Turnkey Electrical Projects in Kenya. Am. J. Manag. Sci. Eng. 2025, 10(4), 79-96. doi: 10.11648/j.ajmse.20251004.12

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Syengo DN, Abuya IO. Agile Project Planning Methodology and Performance of Turnkey Electrical Projects in Kenya. Am J Manag Sci Eng. 2025;10(4):79-96. doi: 10.11648/j.ajmse.20251004.12

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@article{10.11648/j.ajmse.20251004.12,
  author = {David Ngua Syengo and Isaac Odhiambo Abuya},
  title = {Agile Project Planning Methodology and Performance of Turnkey Electrical Projects in Kenya
},
  journal = {American Journal of Management Science and Engineering},
  volume = {10},
  number = {4},
  pages = {79-96},
  doi = {10.11648/j.ajmse.20251004.12},
  url = {https://doi.org/10.11648/j.ajmse.20251004.12},
  eprint = {https://article.sciencepublishinggroup.com/pdf/10.11648.j.ajmse.20251004.12},
  abstract = {The objective of the study is to establish the influence agile planning approach on the performance of turnkey electrical projects in Kenya. The hypothesis of the study was that there is no significant relationship between agile project planning approach and the performance of turnkey electrical projects. The study utilised correlational design to establish the relationship between the planning approach and project performance indicators without manipulating variables. The unit of analysis is the 15 major turnkey projects executed in the electric transmission and distribution power network in Kenya in the last 18 years. The unit of observation being the 55 project management team members that include project managers, project engineers, project management and finance specialists drawn from the turnkey projects making 55 respondents. The study utilised the census method by targeting the identified respondents and collecting data using a structured questionnaire and conducting key informant interviews for quantitative and qualitative data collection respectively. The study examined the correlation between agile project planning approach and performance of turnkey electrical projects in Kenya. The outcomes showed that the Agile way of project planning had a strong association with project performance, with a correlation coefficient of 0.728 (p 2 = 0.530, Adjusted R2 = 0.519) with an unstandardized coefficient of 0.820 (p < 0.001), showing that a one-unit increase in Agile adoption enhanced performance by 0.820 units. The Analysis of Variance (ANOVA) results supported the significance of the model (F = 48.531, p = 0.000). This aligns with project management literature suggesting the use of Agile in projects requiring flexibility and stakeholder engagement, particularly in infrastructure projects with evolving specifications. The study’s findings and recommendations for policy, practice and future research are provided.
},
 year = {2025}
}

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TY  - JOUR
T1  - Agile Project Planning Methodology and Performance of Turnkey Electrical Projects in Kenya

AU  - David Ngua Syengo
AU  - Isaac Odhiambo Abuya
Y1  - 2025/10/09
PY  - 2025
N1  - https://doi.org/10.11648/j.ajmse.20251004.12
DO  - 10.11648/j.ajmse.20251004.12
T2  - American Journal of Management Science and Engineering
JF  - American Journal of Management Science and Engineering
JO  - American Journal of Management Science and Engineering
SP  - 79
EP  - 96
PB  - Science Publishing Group
SN  - 2575-1379
UR  - https://doi.org/10.11648/j.ajmse.20251004.12
AB  - The objective of the study is to establish the influence agile planning approach on the performance of turnkey electrical projects in Kenya. The hypothesis of the study was that there is no significant relationship between agile project planning approach and the performance of turnkey electrical projects. The study utilised correlational design to establish the relationship between the planning approach and project performance indicators without manipulating variables. The unit of analysis is the 15 major turnkey projects executed in the electric transmission and distribution power network in Kenya in the last 18 years. The unit of observation being the 55 project management team members that include project managers, project engineers, project management and finance specialists drawn from the turnkey projects making 55 respondents. The study utilised the census method by targeting the identified respondents and collecting data using a structured questionnaire and conducting key informant interviews for quantitative and qualitative data collection respectively. The study examined the correlation between agile project planning approach and performance of turnkey electrical projects in Kenya. The outcomes showed that the Agile way of project planning had a strong association with project performance, with a correlation coefficient of 0.728 (p 2 = 0.530, Adjusted R2 = 0.519) with an unstandardized coefficient of 0.820 (p < 0.001), showing that a one-unit increase in Agile adoption enhanced performance by 0.820 units. The Analysis of Variance (ANOVA) results supported the significance of the model (F = 48.531, p = 0.000). This aligns with project management literature suggesting the use of Agile in projects requiring flexibility and stakeholder engagement, particularly in infrastructure projects with evolving specifications. The study’s findings and recommendations for policy, practice and future research are provided.

VL  - 10
IS  - 4
ER  -

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Author Information

David Ngua Syengo

Department of Management Science and Project Planning, University of Nairobi, Nairobi, Kenya

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http://orcid.org/0009-0003-6594-0941
Isaac Odhiambo Abuya

Department of Management Science and Project Planning, University of Nairobi, Nairobi, Kenya

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http://orcid.org/0009-0005-3775-0213

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Syengo, D. N., Abuya, I. O. (2025). Agile Project Planning Methodology and Performance of Turnkey Electrical Projects in Kenya. American Journal of Management Science and Engineering, 10(4), 79-96. https://doi.org/10.11648/j.ajmse.20251004.12

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ACS Style

Syengo, D. N.; Abuya, I. O. Agile Project Planning Methodology and Performance of Turnkey Electrical Projects in Kenya. Am. J. Manag. Sci. Eng. 2025, 10(4), 79-96. doi: 10.11648/j.ajmse.20251004.12

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AMA Style

Syengo DN, Abuya IO. Agile Project Planning Methodology and Performance of Turnkey Electrical Projects in Kenya. Am J Manag Sci Eng. 2025;10(4):79-96. doi: 10.11648/j.ajmse.20251004.12

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@article{10.11648/j.ajmse.20251004.12,
  author = {David Ngua Syengo and Isaac Odhiambo Abuya},
  title = {Agile Project Planning Methodology and Performance of Turnkey Electrical Projects in Kenya
},
  journal = {American Journal of Management Science and Engineering},
  volume = {10},
  number = {4},
  pages = {79-96},
  doi = {10.11648/j.ajmse.20251004.12},
  url = {https://doi.org/10.11648/j.ajmse.20251004.12},
  eprint = {https://article.sciencepublishinggroup.com/pdf/10.11648.j.ajmse.20251004.12},
  abstract = {The objective of the study is to establish the influence agile planning approach on the performance of turnkey electrical projects in Kenya. The hypothesis of the study was that there is no significant relationship between agile project planning approach and the performance of turnkey electrical projects. The study utilised correlational design to establish the relationship between the planning approach and project performance indicators without manipulating variables. The unit of analysis is the 15 major turnkey projects executed in the electric transmission and distribution power network in Kenya in the last 18 years. The unit of observation being the 55 project management team members that include project managers, project engineers, project management and finance specialists drawn from the turnkey projects making 55 respondents. The study utilised the census method by targeting the identified respondents and collecting data using a structured questionnaire and conducting key informant interviews for quantitative and qualitative data collection respectively. The study examined the correlation between agile project planning approach and performance of turnkey electrical projects in Kenya. The outcomes showed that the Agile way of project planning had a strong association with project performance, with a correlation coefficient of 0.728 (p 2 = 0.530, Adjusted R2 = 0.519) with an unstandardized coefficient of 0.820 (p < 0.001), showing that a one-unit increase in Agile adoption enhanced performance by 0.820 units. The Analysis of Variance (ANOVA) results supported the significance of the model (F = 48.531, p = 0.000). This aligns with project management literature suggesting the use of Agile in projects requiring flexibility and stakeholder engagement, particularly in infrastructure projects with evolving specifications. The study’s findings and recommendations for policy, practice and future research are provided.
},
 year = {2025}
}

Copy | Download

TY  - JOUR
T1  - Agile Project Planning Methodology and Performance of Turnkey Electrical Projects in Kenya

AU  - David Ngua Syengo
AU  - Isaac Odhiambo Abuya
Y1  - 2025/10/09
PY  - 2025
N1  - https://doi.org/10.11648/j.ajmse.20251004.12
DO  - 10.11648/j.ajmse.20251004.12
T2  - American Journal of Management Science and Engineering
JF  - American Journal of Management Science and Engineering
JO  - American Journal of Management Science and Engineering
SP  - 79
EP  - 96
PB  - Science Publishing Group
SN  - 2575-1379
UR  - https://doi.org/10.11648/j.ajmse.20251004.12
AB  - The objective of the study is to establish the influence agile planning approach on the performance of turnkey electrical projects in Kenya. The hypothesis of the study was that there is no significant relationship between agile project planning approach and the performance of turnkey electrical projects. The study utilised correlational design to establish the relationship between the planning approach and project performance indicators without manipulating variables. The unit of analysis is the 15 major turnkey projects executed in the electric transmission and distribution power network in Kenya in the last 18 years. The unit of observation being the 55 project management team members that include project managers, project engineers, project management and finance specialists drawn from the turnkey projects making 55 respondents. The study utilised the census method by targeting the identified respondents and collecting data using a structured questionnaire and conducting key informant interviews for quantitative and qualitative data collection respectively. The study examined the correlation between agile project planning approach and performance of turnkey electrical projects in Kenya. The outcomes showed that the Agile way of project planning had a strong association with project performance, with a correlation coefficient of 0.728 (p 2 = 0.530, Adjusted R2 = 0.519) with an unstandardized coefficient of 0.820 (p < 0.001), showing that a one-unit increase in Agile adoption enhanced performance by 0.820 units. The Analysis of Variance (ANOVA) results supported the significance of the model (F = 48.531, p = 0.000). This aligns with project management literature suggesting the use of Agile in projects requiring flexibility and stakeholder engagement, particularly in infrastructure projects with evolving specifications. The study’s findings and recommendations for policy, practice and future research are provided.

VL  - 10
IS  - 4
ER  -

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