The topic of study was risk assessment and project performance at Uganda electricity distribution company limited (UEDCL). The objectives of the study were; to examine the Influence of stakeholder involvement Risk on project performance at Uganda Electricity Distribution Company Limited, to assess different Technology risks and how they impact project performance at Uganda Electricity Distribution Company Limited and to examine the influence of contract management risk assessment on project performance at Uganda Electricity Distribution Company Limited.

The study adopted a cross-sectional survey research design because of the nature of the variables that were at hand; to produce data required for quantitative and qualitative analysis and to allow simultaneous description of views, perceptions and opinions at any single point in time, The study also used qualitative and quantitative methodologies for data analysis. Using Krejcie and Morgan’s (1970) table for sample size determination approach, a sample size of 56 respondents were selected from the total population of 80 employees. The study on stakeholder involvement in contract management demonstrates the critical role stakeholders play in enhancing transparency, accountability, and risk mitigation. The high mean score in various dimensions, such as adequacy of amounts claimed, record management, and after-sales services, reflects strong stakeholder engagement and a positive perception of contract performance. Consistent stakeholder participation, indicated by the low standard deviations in most areas, reinforces the importance of involving stakeholders in contract processes to minimize risks related to delays and misunderstandings, aligning with best practices in risk management. The study recommended that, Organizations should ensure that adequate IT support is available during the execution phase of all projects, particularly those with high technical demands. This could be achieved by enhancing IT staffing, providing 24/7 support, and ensuring rapid response times for critical issues, By implementing these recommendations, the organization can significantly enhance stakeholder satisfaction, mitigate risks, and improve the overall performance of its projects.

CHAPTER ONE

INTRODUCTION

1.0 Introduction

This chapter presents the background of the study, the problem statement, purpose, objectives of the study, research questions, study scope, justification of the study, significance, Hypotheses, conceptual framework, as well as operational definition of key terms and concepts.

1.1 Background

The section presents, historical background, theoretical, contextual background, and conceptual background.

1.1.1 Historical background

In the realm of project management, risk assessment is a critical process aimed at identifying, analyzing, and responding to potential risks that could adversely affect project performance. Effective risk management ensures that projects are delivered on time, within budget, and to the desired quality standards. The complexity and volume of projects drastically increased globally in the recent years. Some of the causes that can be attributed to this include globalization, out sourcing, intense competition for existing markets as well as complicated and numerous partnership. Over the last fifty years, many of the world’s largest firms have advanced from being simple manufactures of hard goods, or providers of basic services, to being sophisticated vendors using advanced business models. This means that commitment of customers and suppliers to project performance has increased, thus, the need for sustainable Risk assessment (Krappe and Kallayil, 2021).

Morries and Hugh (2021) imply that the success of a project is dependent on having a realistic goal, completion, client satisfaction, a definite goal, profitability, third party satisfaction, market availability, the implementation process of the project and the perceived value of the project. However, according to Teresa and Ramírez, (2019) project success is measured as the ability to complete the project; according to desired specifications, within the specified budget, within the promised time schedule and while keeping the customer and stakeholders happy. When a project is pronounced as a success, the judgment is usually based on some factual evidence, although not everyone uses the same data (Teresa and Ramírez, 2022). Even if different people use the same data, the same set of evaluation indices is not used in arriving at the degree of success of a project (Meredith and Mantel, 2023).

The project management process is now increasing in importance as contractors and suppliers become virtual extensions of the buying organization. Organizations are increasingly relying on critical services and production contracts as their key to maintaining competitive advantage, the organization’s competence and process capability in contract management is now more important than ever. Some organizations are using process capability maturity models to assess, measure, and improve critical core processes, such as software development and project management. Although, the application of capability maturity models to the contract management process is just beginning to emerge as a best practice (Rendon, 2019).

Projects, by their nature, involve uncertainty, and this uncertainty can manifest as risks. Risks can arise from various sources, including technical challenges, resource constraints, regulatory changes, and external environmental factors. Proper risk assessment allows project managers to anticipate potential problems and implement strategies to mitigate their impact. This proactive approach helps in minimizing disruptions and enhances the likelihood of achieving project objectives. Risk assessment is a vital component of project management that significantly impacts project performance. By employing various risk assessment methodologies, project managers can identify, analyze, and mitigate risks, thereby enhancing the likelihood of project success. Understanding the importance of risk management and its influence on project outcomes is essential for achieving project goals and ensuring stakeholder satisfaction. Future research should focus on developing advanced risk assessment tools and techniques to further improve project performance in an increasingly complex and dynamic project environment (Wolniak, 2022).

Project performances are the basis for all activities in every enterprise and in almost every department of an enterprise. Having no Project means there are no employees, no clients, no IT systems, no material and no partners, However the mere presence of a project is not sufficient. It is the content of a project that determines the future of an enterprise: What will my enterprise have to pay for and how much wills that cost me? How much will we receive or what are our expected deliverables, how will I work together with my partners? Are there any risks or (unknown) opportunities related to the contracts, when will the contract terminate or in which circumstances can it be cancelled and when (Mockler, 2010).

Still, (2015), argues that better project performance is the life blood of the modern business. Without this vital legal glue, entering into arm’s length commercial deals would be fraught with peril yet for medium to large sized organizations contract management brings challenges of its own. This means that in order to enhance better project performance, managers must ensure that their terms and conditions are largely defensible. According to the survey by the international association for contract and commercial management of 2008, there are fewer high value global project coming to the market and an increasing number of ‘second tier’ companies entering the market and seeking to secure smaller but potentially more complex projects.

Risk analysis presents opportunities that allow the projects to achieve improved optimization through changes to production, process or organizational strategy. In addition, firms, investing in project organization often do so in order to become flexible adaptable and customer oriented towards achieving efficiency in service delivery (Lind, 2018). The National Audit office (2008) indicates that focus is frequently placed on the procurement process itself than the implementation of the contract yet it is only after the contract is awarded that the benefits of the procurement process can be realized. Risks if well-handled have the ability to decrease costs and improve project performance, (South Africa: Contract Management Guide, 2010).

The success of a project is largely influenced by what happened during the risk analysis phases, the terms and conditions that have been agreed and the type of relationship between customer and supplier (The National Audit office, 2008; Rendon, 2006). The UN practitioner’s handbook (2006) indicates that each project is unique from the other and as such must be handled distinctively. The objective, the resources to be used, the start and end dates, coordination and planning of activities as well as the documentation because each contract process vary greatly.

Rendon (2008) contends that the contents of the project are a key activity in the procurement process. He observes that one of practices involved would be conducting among research to collect and analyse information about how a specific industry or sector process contain types of products and services and the best ways of ensuring that customer needs are delivered and met timely in order to create efficiency in service delivery system. Such information would include contract strategy, type of contract used, pricing arrangements as well as terms and conditions with a view of ensuring better project performance.

The Contract Management Guide (2010) observes that practicing good contract management has the capacity to decrease costs and enhance service delivery thus guaranteeing the quality obtained. Responsibilities for managing service delivery must be clear and appropriately apportioned between the organization’s contract manager and its service provider’s representative for attainment of effective service delivery (UNOPS Procurement manual 2010: the UK Office of Government Commerce, 2008). This helps to evaluate whether or not the provider is delivering the project or services or goods specified in a timely manner, in the quantity required and ensuring that the quality of the services provided are up to standard, (Sigma, 2011).

According to the project management guide (2002), project management is one of the most important project management and time management techniques. It involves preparing a sequence of steps to achieve some specific goals. Management of a contract provides a strategy for an organization to plan on how to meet the needs of a specific customer’s and also to improve on its level of service delivery. For project between two parties provides a platform for project strategy. Arto et al, (2008) define project strategy as a direction to a project that contributes to success of a project in its environment. They interpreted direction in this context to mean either one or several of the following; goals, plans, service deliveries, means, methods, tools or governance system and mechanisms.

New regulatory requirements, globalization, an increasing number of signed/awarded contracts and their complexity have resulted in an increasing need to put more emphasis on the importance and benefits of effective project performance, (Abadeen group, 2004: Elsey, 2007). After an organization awards a contract it must monitor to ensure the risks that can hinder project performance is completely minimized. This implies that the service has been provided according to the agreed standards and price. Protiviti, (2009), argues that not having a formal, well defined and documented contract management process in place can have significant long term impact on the organization’s ability to track and monitor service delivery as well as meet stakeholders’ expectations.

1.1.2 Theoretical background

The Diffusion of Innovation Theory, formulated by Everett Rogers in 1962, explains how, why, and at what rate new ideas and technology spread through cultures. Rogers identifies five categories of adopters based on their innovativeness; Innovators (2.5%), these are the risk-takers willing to try new ideas. Early Adopters (13.5%) are respected opinion leaders who adopt new ideas early but carefully. Early Majority (34%) are Individuals who adopt new innovations before the average person. Late Majority (34%) are Skeptical individuals who adopt innovations after the average person. Laggards (16%) are Last to adopt an innovation, focused on traditions. When applying this theory to risk assessment and project performance, several key insights emerge; Innovation Adoption and Risk Identification (Call, & Herber, 2022). Innovators and Early Adopters are more likely to embrace and identify potential risks associated with new technologies and methodologies early in the project lifecycle. This proactive identification helps in developing mitigation strategies before risks manifest into issues. Early and Late Majority may require more evidence and validation before acknowledging these risks, potentially delaying response times. Projects that involve new innovations must consider the adoption curve in their risk assessment strategies. Understanding which stakeholders belong to which adopter category helps in tailoring communication and risk mitigation approaches effectively (Menzli et al., 2022).

Innovators and Early Adopters can be leveraged to champion new ideas and validate risk mitigation strategies, providing a buffer for the more cautious Early and Late Majority. Projects that manage to integrate new innovations smoothly tend to perform better, as these innovations often lead to improved efficiency and effectiveness. However, the adoption process itself introduces risks that need careful management. Delays in adoption among the Early and Late Majority can impact project timelines and performance. If risks associated with new innovations are not addressed early on, they may cause significant disruptions later in the project lifecycle (Xia et al., 2022).

Effective change management is crucial in projects involving new innovations. By understanding the diffusion curve, project managers can develop targeted training and support programs to address the concerns of Late Majority and Laggards, thereby reducing resistance and improving overall project performance. It is important to identify which stakeholders fall into each adopter category and Tailor communication and risk management strategies accordingly. Engaging Innovators and Early Adopters in risk identification workshops. Their insights can provide early warnings about potential issues (D’Souza et al., 2024).

Developing communication plans that address the specific concerns and risk perceptions of each adopter category. This ensures that all stakeholders are adequately informed and prepared. Continuously monitor the adoption process and gather feedback from all adopter categories. Use this feedback to refine risk mitigation strategies and improve project performance. The Diffusion of Innovation Theory offers valuable insights into how innovations spread within a project environment and the associated risks. By leveraging this theory, project managers can improve risk assessment and enhance project performance by understanding and addressing the concerns of different adopter categories. This proactive approach to risk management ensures that new innovations are integrated smoothly, leading to more successful project outcomes (Acikgoz, Elwalda, & De Oliveira, 2023).

1.1.3 Conceptual background

Risk assessment is a systematic process of evaluating potential risks that may be associated with an activity, process, project, or any situation where there is uncertainty about potential outcomes. It involves identifying hazards, analyzing and evaluating the associated risks, and determining appropriate measures to control or mitigate those risks to an acceptable level. Risk assessment aims to enhance decision-making by providing a structured approach to understanding and managing risks effectively (Adegbite et al., 2023). Project performance generally refers to the evaluation and measurement of how well a project is meeting its objectives and delivering its intended outcomes. It encompasses various aspects such as, the extent to which the project is completing tasks and milestones according to the planned timeline. Cost Management: How well the project is adhering to the budget allocated for it, including controlling costs and avoiding overruns. Quality of Deliverables: The degree to which the outputs or deliverables of the project meet the specified quality standards and requirements (Ika, & Pinto, 2022).

Scope Achievement: Whether the project is delivering all the agreed-upon scope elements and features. Stakeholder Satisfaction: The satisfaction levels of stakeholders involved in or affected by the project, including clients, sponsors, and end-users. Risk Management: How effectively the project identifies, assesses, and mitigates risks that could impact its success. Resource Utilization: How efficiently project resources (such as human resources, materials, and equipment) are being used to achieve project goals. Adaptability and Flexibility: The project’s ability to respond to changes in requirements, scope adjustments, or external factors without significant negative impact. Project performance assessment provides insights into whether a project is on track to achieve its intended outcomes and where improvements may be needed to enhance its success.

1.1.4 Contextual Background

In contemporary project management, effective risk assessment is pivotal for identifying, analyzing, and mitigating potential risks that could impede project performance. Despite its recognized importance, recent years have witnessed a significant increase in the complexity and scale of global projects, influenced by factors such as globalization, outsourcing, intense market competition, and complex partnerships, this trend underscores the critical need for robust risk management practices to ensure projects are delivered on time, within budget, and meet quality standards, (Chowdhury et al., 2022).

One of the significant challenges faced by UEDCL is procurement delays. The company has struggled with lengthy procurement processes, which have led to delays in project implementation. These delays are often due to bureaucratic red tape, inadequate capacity within the procurement department, and the lack of timely approvals from relevant authorities. The result is a slowdown in the delivery of key projects, which affects service delivery to customers. UEDCL has faced significant funding constraints, which have impacted its ability to invest in infrastructure development and maintenance. Limited budget allocations from the government and delayed disbursements of funds have hindered the company’s operations. The funding shortfall has particularly affected the maintenance of aging infrastructure, leading to frequent power outages and customer dissatisfaction. Aging infrastructure remains a critical challenge for UEDCL. The company’s electrical distribution network is outdated, with many components having surpassed their intended lifespan. This has led to increased maintenance costs and a higher frequency of equipment failures, contributing to power outages and inefficiencies in the distribution network (UEDCL, 2022).

UEDCL operates in a highly regulated environment, and compliance with various regulatory requirements has posed challenges. The company has encountered difficulties in keeping up with regulatory changes, which has sometimes led to penalties and compliance-related costs. Furthermore, the regulatory environment has occasionally been inconsistent, creating uncertainty in long-term planning and operations. The company faces challenges related to human resources, including a shortage of skilled personnel in key technical areas. There is a gap in capacity building and training, leading to inefficiencies in operations and project execution. Additionally, employee retention has been an issue, with skilled workers often seeking opportunities in the private sector, further exacerbating the human resource challenges. Vandalism and power theft have been persistent challenges for UEDCL. These illegal activities have not only led to significant financial losses but have also disrupted service delivery. The company has struggled to curb these issues, despite efforts to enhance security and engage with communities to raise awareness about the negative impacts of vandalism and theft. Logistical challenges, particularly in remote and hard-to-reach areas, have impacted UEDCL’s ability to maintain and expand its distribution network. The company has encountered difficulties in transporting materials and equipment, leading to delays in project execution. This is further complicated by poor road infrastructure in certain regions, which hinders the timely delivery of services (UEDCL, 2022).

1.2 Statement of the problem

Uganda Electricity Distribution Company Limited (UEDCL) faces significant challenges that have adversely affected its project performance and overall service delivery. Lengthy procurement processes, hampered by bureaucratic red tape and inadequate capacity within the procurement department, have led to project implementation delays. Additionally, UEDCL is constrained by limited budget allocations and delayed fund disbursements, which have hindered infrastructure development and maintenance, particularly for aging equipment that frequently fails, resulting in power outages and customer dissatisfaction. The regulatory environment further complicates UEDCL’s operations, as the company struggles to keep up with changing requirements, leading to penalties and additional compliance costs. Human resource challenges, including a shortage of skilled personnel and high employee turnover, exacerbate inefficiencies in project execution. Moreover, persistent issues like vandalism, power theft, and logistical challenges in remote areas contribute to service disruptions and project delays.

These challenges underscore the critical need for a comprehensive risk assessment to identify and mitigate the risks that threaten UEDCL’s project performance. This study sought to address the impact of these risks on UEDCL’s ability to meet its objectives, focusing on stakeholder involvement, technological risks, and contract management within the context of Uganda’s electrical distribution projects.

1.3 Purpose of the study

The purpose of the study was to investigate the influence of risk assessment on project performance at Uganda Electricity Distribution Company Limited (UEDCL). Specifically, the study sought to understand how various types of risks, including stakeholder involvement risks, technology risks, and contract management risks, impact the overall performance of projects at UEDCL. By identifying and analyzing these risks, the study aims to provide insights that could enhance risk management practices and improve project outcomes within the company.

1.4 Objectives of the study

To examine the Influence of stakeholder involvement Risk on project performance at Uganda Electricity Distribution Company Limited
To assess different Technology risks and how they impact project performance at Uganda Electricity Distribution Company Limited

To examine the influence of contract management risk assessment on project performance at Uganda Electricity Distribution Company Limited

1.5 Research questions

What is the Influence of stakeholder engagement Risk Assessment on project performance?
What are the different Technology risks and how do they impact project performance?

What is the influence of contract management risk assessment on project performance?

1.6 Research hypothesis

H₀: There is no relationship between stakeholder engagement Risk and project performance.

H₁: There is no significant influence of Technological risks on project performance.

H₂: There is no significant relationship between contract management and project performance.

1.7 Significance of the study

The study will help managers in identifying potential risks early, project managers can devise strategies to mitigate or avoid them, ensuring projects are completed on time and within budget.
Effective risk management ensures that the project’s deliverables meet the desired quality standards, which is essential for stakeholder satisfaction and the long-term success of the project.

The research will explore various risk assessment methodologies, providing a comprehensive overview of best practices and innovative approaches. This can help standardize risk management processes across industries.
By focusing on the development of advanced risk assessment tools and techniques, the study will contribute to the evolution of project management practices, making them more robust and adaptable to complex environment.

1.8 Justification

In the context of contemporary project management, effective risk assessment is crucial for identifying, analyzing, and mitigating potential risks that could impede project performance. As the complexity and scale of global projects continue to escalate, driven by factors such as globalization, outsourcing, intense market competition, and complex partnerships (Krappe & Kallayil, 2003), there is a growing need for robust risk management practices to ensure that projects are delivered on time, within budget, and meet quality standards.

Uganda Electricity Distribution Company Limited (UEDCL) is a critical player in Uganda’s energy sector, responsible for the distribution of electricity across the country. However, the company is grappling with numerous challenges that significantly impact its project performance and service delivery. These challenges include procurement delays, funding constraints, aging infrastructure, regulatory compliance issues, human resource shortages, vandalism, and logistical difficulties. Each of these issues poses a unique risk to UEDCL’s ability to execute projects effectively and meet its operational objectives.

The justification for this study lies in the pressing need to address these challenges through a comprehensive risk assessment framework that can identify, prioritize, and mitigate the risks impacting UEDCL’s project performance. Procurement delays, for instance, have consistently slowed down project implementation, leading to delays in service delivery. Similarly, funding constraints have limited the company’s capacity to maintain and upgrade its aging infrastructure, resulting in frequent power outages and customer dissatisfaction. Moreover, UEDCL operates in a highly regulated environment, where compliance with evolving regulatory requirements is both a necessity and a challenge. The company’s struggle to keep pace with these changes has sometimes led to penalties and additional compliance-related costs, further straining its resources. Human resource challenges, including a shortage of skilled personnel and high employee turnover, exacerbate inefficiencies in project execution, while persistent issues like vandalism, power theft, and logistical challenges in remote areas contribute to service disruptions and project delays.

Given the multifaceted nature of these risks, this study is justified in its aim to investigate the influence of risk assessment on project performance at UEDCL. By focusing on key risk areas such as stakeholder involvement, technology risks, and contract management, the study seeks to provide valuable insights that could enhance UEDCL’s risk management practices. Ultimately, the findings of this study could contribute to the development of more effective strategies for managing risks, thereby improving project outcomes and ensuring more reliable service delivery to UEDCL’s customers.

1.8 Conceptual frame work

Fig 1: Conceptual framework

Source: Ika, L. A., & Pinto, J. K. (2022)

CHAPTER TWO

LITERATURE REVIEW

2.0 Introduction

This chapter presents theoretical and review of literature by objective relevant to the variables of study, and summary of literature review, indicating the lessons learnt and the gap the study is trying to fill. Literature review also discusses various authors that have carried out studies in the subject of the risk assessment on project performance in order to enable the researcher appreciate what they have found out as well as the methodology used. Review of the literature will help in clarifying the research problem and ultimately answering the research problem.

2.1 Stake holder involvement

Stakeholders vary in their impact, significance, interest, and relevance in relation to contract management and service delivery objectives, to manage complex contracts with multiple stakeholders, it is useful to establish committees with membership that is representative of stakeholders (Gichimu, & Mutuku, 2022). These committees provide a structured approach for communicating with relevant parties. Incorporating stakeholders in the day-to-day operations of managing their own service delivery through effective contract management enables them to receive goods and services that meet their requirements and maintain sufficient customer satisfaction sustainably (Vrečko, Tominc, & Širec, 2023).

The need for measures to provide feedback to user departments, track procurement progress, and implement service delivery procedures to attain value for money. Engagement with stakeholders develops an open and inclusive environment where information, comments, opinions, and criticism are valued and used (Wu et al., 2023).

Stakeholder involvement is increasingly recognized as a crucial factor in project performance across various industries. This literature review explores the influence of stakeholder involvement on project performance, focusing on key themes such as risk management, project success, and the dynamics of stakeholder relationships. Stakeholder involvement is pivotal for the successful execution and completion of projects. Stakeholders include any group or individual who can affect or is affected by the achievement of the organization’s objectives. Involving stakeholders in the project lifecycle can enhance decision-making, ensure resource allocation, and improve project outcomes (Bobae, 2024).

Risk management is a fundamental aspect of project performance. The involvement of stakeholders in risk management processes can lead to better identification, assessment, and mitigation of risks, engaging stakeholders early in the project helps in recognizing potential risks and developing strategies to manage them, active stakeholder participation reduces uncertainties and enhances project predictability (Siddiqui, Qureshi, & Shaukat, 2024). Project success is often measured by the timely completion of projects within budget and scope while meeting quality standards. Several studies have demonstrated a positive correlation between stakeholder involvement and project success. For instance, effective stakeholder management practices contribute to improved project performance, particularly in terms of meeting project objectives and stakeholder satisfaction, that understanding stakeholder needs and expectations is essential for achieving project success (Ndayizeye, & Munene, 2022).

The dynamics of stakeholder relationships can significantly impact project performance including managing stakeholder relationships involves balancing conflicting interests and fostering collaboration, the importance of trust and communication in maintaining healthy stakeholder relationships (Lim et al., 2022). Effective communication ensures that stakeholders are well-informed about project progress, changes, and challenges, thereby facilitating their support and involvement. Despite the benefits, involving stakeholders in projects presents several challenges. Conflicting interests among stakeholders can lead to disputes and delays, the complexity of managing diverse stakeholder groups requires significant effort and resources, that project managers must possess strong negotiation and conflict resolution skills to address these challenges effectively (Kipkoech, 2022).

As the execution phase progresses, organizational groups and stakeholders become more involved in planning for the production and support of the contract. Bringing major groups and stakeholders together to discuss and exchange knowledge in contract implementation is rewarding (Nana, 2022). There is often a disconnect between representatives of major groups and stakeholders who contribute at the policy level and those who act as implementing parties at the grassroots level, facilitating the poor performance of many contracts, stakeholders should be considered by expanding assets for easy access and collaboration of disadvantaged groups to participate and influence control and hold access levels (Rabechini et al., 2022).

The aim of having a relationship between stakeholder involvement and project performance is to keep communications open and constructive, non-adversarial, and based on mutual trust, this assists in preventing problems from arising and resolving them timely if they do arise, having a professional, constructive relationship aids effective performance management, particularly in decision-making processes during service delivery (Nana, 2022). Consequently, managing complex contracts with multiple stakeholders requires establishing committees with membership that represents stakeholders and end-users (Derakhshan, & Turner, 2022).

Stakeholder as any individual or group with a vested interest in the outcome of a body of work. A stakeholder can also be any person or group who has an interest in the project or could be affected by its delivery or outputs (Ebekozien, Aigbavboa, & Ramotshela, 2024). Maintaining a good relationship does not mean that concerns of non-compliance or underperformance cannot be discussed and acted upon. Instead, it means that such issues can be discussed and resolved cooperatively. The approach to stakeholder involvement in service delivery varies depending on the contract, but specific responsibilities should not be neglected, even if there is no nominated individual assigned to the role of relationship manager (Mir, & Rezania, 2022).

Stakeholders’ demand for transparency and accountability is fundamental for project performance in parastatal bodies in Uganda effective project performance relies on a commitment to engage and communicate openly and honestly with stakeholders. These stakeholders include politicians, public officials/end users (not delivering according to rules or entitlements, not monitoring providers for appropriate service levels), and providers (not maintaining service levels in terms of access and quality). Stakeholders are used to improving communications, obtaining wider buy-in for projects, gathering useful data and ideas that enhance public sector or corporate reputation, and providing more sustainable decision-making for service delivery across parastatal bodies (Cellerino, & Mancini, 2022).

The necessary technical skills, knowledge, and experience, along with the appropriate level of authority required of the members of the stakeholder team, the ability of team members to work together effectively, and the significance of the role of the contract manager should be recognized for each project (Dziadkiewicz et al., 2022).

A successful relationship must involve the project performance that meet requirements. The approach to managing stakeholder relationships varies depending on the type of contract. Stakeholders vary in their impact, significance, interest, longevity, and relevance concerning service delivery objectives (Oni, & Madson, 2022), For some non-strategic contracts, a more tactical approach may be suitable. For long-term strategic contracts, the emphasis on building a relationship will be much greater. In fact, the original procurement requirement may have been for a relationship between stakeholders and project performance providers to be realized rather than for a specified set of services/products to be provided. Stakeholders are diverse for each contract and may change depending on circumstances (Gideon et al., 2023).

Most development contracts focus less on societal information but emphasize that stakeholder analysis should involve disadvantaged groups in the needs assessment process to ensure their needs are properly catered for, necessitating participatory development planning. In long-term contracts, where interdependency between customer and provider is inevitable, it is in the organization’s interest to make the relationship work. The three key factors for success are trust, communication, and recognition of mutual aim (Li et al., 2022). Establishing clear lines of responsibility and accountability for all decision-making is another important aspect of successful contracting and project performance (Alamoudi et al., 2022). Ensuring the necessary authorizations and delegations are in place at the beginning of the contracting cycle is crucial to ensuring all contracting decisions and payments are valid and legally appropriate. These instruments should be periodically reviewed and kept up to date. It is in the contracting authority’s interest to make the relationship work as the costs of early termination and the consequences of poor performance and unplanned changes of economic operator are highly damaging (Ingvarsson et al., 2023).

2.2 Contract management risks

Risk assessment is a critical component of project management that significantly impacts project performance. Both qualitative and quantitative methods have their strengths and weaknesses, and hybrid approaches can provide a balanced solution. Effective risk management strategies, including clear communication, continuous monitoring, and the use of technology, are essential for ensuring project success (Das et al., 2022). The involvement of the intended beneficiaries of government services into monitoring service delivery is a critical component in measuring the performance of government delivery of appropriate and quality services. Currently the emphasis of government’s monitoring is on internal government processes and the voice of the intended beneficiaries/stakeholders is largely absent. This presents a risk, as the picture is not complete. It is therefore necessary to support the systematic ways to bring the experiences of stakeholders into the monitoring of services, this will provide a measure of the gap between the perceived and the actual experiences of service delivery, for both user and provider (Saad et al., 2022).

Project success does not come easily. Much has been contributed over the last decade to our understanding of the nature of and reasons for successful and unsuccessful project completion. In addition, many projects fail to complete at all. Sometimes failure to satisfy all the original goals of a project can still be regarded favorably if the main sponsor is nevertheless satisfied with the outcome and the key stakeholders have gained in some way. In general, the key development considerations are to have the goal clearly defined, to plan how to realize that goal and to implement that plan (Omotayo et al., 2024).

Anyone involved with a project wants it to be a success. The issue of project success is frequently discussed, yet ideas of what constitutes a successful project are many and varied, many people are aware of projects that come in on time and under budget and were nevertheless considered failures, yet the opposite is equally true (Ma et al., 2022).

Many cases can be cited from the literature and anecdotal data of projects that fall short of expectations in one or more of the triple constraint items (time, cost and quality), or in terms of client satisfaction and yet the project team officially announces the project a success. Success can mean different things to different people. An interesting example of this has been provided: ‘An architect may consider success in terms of aesthetic appearance, an engineer in terms of technical competence, an accountant in terms of dollars spent under budget, a human resources manager in terms of employee satisfaction (López‐Concepción, et al., 2022). Chief executive officers rate their success in the stock market. Each project has different and unique stakeholders who have their own specific requirements for a project and therefore their own measure of what good project performance is and finally what a successful project entails. Risks and uncertainties characterize many activities be they in production, services, and exchange. They affect the fundamental variables that determine planning, implementation, monitoring, adjustment, behaviour and explain choices, and bring about decisions (Yang et al.,2022).

Lack of knowledge of events and activities; and lack of appropriate technology to handle the events and activities. Project risks are also the results of both exogenous and endogenous factors, the main forces behind the development are man’s desire to manage risks. They asserted that the ancient struggle to conquer enemies and the transformation of nature to culture by applying technology is about managing risks. This is to make food supply reliable, the habitat safe and comfortable; work tolerable, transport and communication reliable, sickness curable, that project risk management is considered by most organizations involved in projects as a key discipline that can make or unmake companies attain project objectives (Akinradewo et al., 2022). In the decision theory, a risk may lead to either positive or negative consequence or the concept of risk reflects the variation in the distribution of possible outcomes. Thus a risky alternative is one for which the variance is large. The view of risk used in decision theory, however, is not consistent with the empirical studies of how managers define risk (Musyimi, 2022).

Monitoring is a continuous function that aims primarily to provide management and the main stakeholders of an on-going programme or project with early indication of progress or lack of achievement objective, without monitoring there is no way of knowing if the contractors work is in line with the contract terms. Monitoring is also regarded as the process of assessment and measurement of progress in implementing development interventions (Ovcina, & Arslanagic-Kalajdzic, 2024).

Contract monitoring enables evaluating agency performance and determining the quality of project performance. The purpose of monitoring is to improve programme performance through early identification of questions and answers resolutions and identify potential problems that may require additional surveying, evaluate strategy service performance control to ensure there is a reliable basis for validating service delivery and to ensure that financial documentation is adequate and accordingly so that costs will not be questioned later on and above all to determine the level of stake holder involvement in the future dates so that an organization is able to evaluate its service provider performance (Van Besouw, & Bond-Barnard, 2021).

Monitoring the performance of the contractor is a key function of proper contract administration. The purpose is to ensure the contractor is performing all duties in accordance with the contract and for the entity to be aware of and address any developing problems or issues. The writer further asserts that, the contract manager/administrator is responsible for the oversight of all contractors, suppliers and service providers, by monitoring their compliance with the terms and conditions of their respective contracts to ensure greater service delivery. “Strategic public engagement in providing an oversight role in the delivery of public services is an essential dimension of building public accountability in local government, delivering basic services than it has in strengthening constructive public engagement about delivery where the public has access to recourse for the government’s poor performance (Tuyishime, & Nyambane, 2021).

Contract monitoring emphasis is usually on collecting and analysing information to provide assurance to the acquiring entity that progress is being made in line with agreed timeframes and towards providing the contract deliverables. Monitoring can be undertaken directly by the acquiring entity or through a third party arrangement. Monitoring teams/persons are required to prepare and maintain documents and records pertaining to the procurement process and the administration of contracts following award of contracts to successful firms. Monitoring may be undertaken directly by the acquiring entity or indirectly by 3^rd party but the overall responsibility for accepting contract deliverables remains with the acquiring entity. Information provided by a third party or the contractor for monitoring purposes should be reviewed and audited, as necessary, to ensure its accuracy and reliability. Information provided may be verified through end-users who may be consulted to establish whether the goods and services they received met their requirements in respect to performance metrics like; quality, timely delivery, and cost. While the broad arrangements for actual monitoring over the life of the contract should generally have been set out in the contract itself, they may need further or more detailed explanation at contract start up or during the transition phase (Donkers et al., 2021).

The level and formality of any approach to monitoring needs to be governed by the complexity of the contract and or the degree of risk involved. In some cases, the approach to monitoring may be set out in a checklist, in others, a plan setting out detailed monitoring arrangements may be needed. It is imperative to focus monitoring activity on key deliverables because detailed monitoring can be costly and can unjustifiably shift the focus away from achieving contract outcomes (van de Ven, 2021). This may require establishing priorities for measurement at specific intervals in service provision. Having a systematic approach to monitoring will assist in identifying any potential problems and allow early corrective action to be taken and timely reporting to senior management and other stakeholders (Edirisinghe, & Woo, 2021).

Monitored services, contracting may reduce costs not only because vendors might produce services more efficiently, but also because vendors may perform management tasks like monitoring more efficiently. The authors further indicate that service delivery contracting includes not just allocating to vendors responsibility for producing the service but also includes delegating to vendors important management responsibilities, such as monitoring the quality of service outcomes to which internal monitoring can be supplemented (Alaloul et al., 2022).

Contract monitoring takes place in three separate areas which are; this evaluates the contractor’s compliance with the Terms and Conditions included in the contract. Administrative monitoring includes such areas such as the contractor’s compliance with insurance coverage and any licensure requirements. Another significant area of administrative monitoring is the evaluation of compliance with the Living Wage Regulation where a Scheme contract is being monitored.

Achieving project performance forms the basis to adoption and implementation of effective project risk management strategies. ICT project risk management strategy is embedded to organizational internal control and audit, a condition necessary for effective project risk management measures in the ICT project (Speklé et al. 2017). This hence influences the enterprise management focus on project control and technological control which supports project requirements and governance to attain the success in project performance. Risk management strategies essentially influences the success of project performance (Jin and Yean, 2019). This is so because effective risk management strategies and successful project performance has an intimate relationship. For instance, risk identification identified the potential risks that might influence the project objectives (Baloi & Price, 2022). Sundararajan (2014) stated that if risk events are not handled and managed properly, consequences such as increasing the financial costs, changing the capital structure, delaying the building or facility operations, overrun in the budget, loss of cash inflow, lead to liquidated damages claims, production of poor quality end product, project rework after completion and so on might occur.

Monitoring in this area may cover reviews of the agency’s invoices to ensure that they are being submitted timely and in the format specified in the contract. The monitor is likely to check that the billed rates included on the invoice agree with the contractually agreed upon rates and those units of service, or activity being billed for, are supported by adequate documentation (Mohamad et al., 2021), If the contractor is compensated on a cost reimbursement basis, the monitor would verify that that the contractor’s accounting system adequately accounts for costs being reimbursed and costs are documented, reasonable and allowable. Other areas for review would be whether the accounting system separately accounts for the contracted program if the contractor operates more than one program, and that shared administrative costs are apportioned to the various programs using a cost allocation plan (Baloi & Price, 2022).

Monitoring the performance of the contractor is a key function of proper contract administration. The purpose is to ensure that the contractor is performing all duties in accordance with the contract and for the agency to be aware of and address any developing problems or issues (Statewide Contract Management Guide, 2014).Evaluates whether or not the contractor is adequately delivering the agreed upon services specified in the Statement of Work in a timely manner, in the quantity required and that the quality of the services provided. Program performance measures measure both how well services are provided, and its impact on improving outcomes for the end users and the general public. Project performance reviews are usually based on a review of pre-determined records such as contract management plans, minutes, payments, variations and performance reports among other documents (Mutheu, & Perris, 2021).

However, depending on the complexity and contract requirements, the contract monitoring areas can change from organization to the other or contract to the other. What is important is to ensure that what has been agreed upon between the entity and the contract meets the entity’s policies and procedures and is being adequately met by the provider as agreed in the contract (Gara et al., 2021).

2.3 Technological risks

The launch of Healthcare.gov in 2013 faced numerous technological challenges, including software bugs and inadequate load testing, leading to significant project delays and public criticism. This case underscores the importance of thorough testing and risk assessment in managing technological risks. In 2017, Amazon Web Services experienced a major outage due to hardware failures, affecting numerous businesses worldwide. The incident highlighted the need for robust redundancy plans and effective communication strategies in mitigating technological risks. Technological risks pose significant challenges to project performance, but with proper risk management strategies, these risks can be mitigated. Emphasizing comprehensive risk assessments, agile project management, continuous monitoring, and investment in training can enhance project resilience against technological failures. Future research should focus on developing more sophisticated risk prediction models and exploring the role of emerging technologies in mitigating these risks.

Information systems software covers vast areas of technologies such as mobile and wireless technology, telecommunications, software development, security, Intelligent systems etc. Information system has had a huge impact on industries, the community in general and our daily lives. Information systems software can be applied to many fields. One of the emerging applications in recent years is in most of the organizations to enhance better performance (Kwok Hung Lau & Haibo Huang 2012). Information systems software is fast becoming one of the main drivers of change, posing new strategic challenges (Lee & Kim, 2016). The business environment today has been undergoing unprecedented change and many companies are seeking new ways to stand out from the competition by sustaining their competitive advantage. In today’s highly competitive global marketplace, the pressure on organization is to find new ways of creating and delivering value to customers in growing stronger.

Technology can be thought of as the application of scientific knowledge for practical purposes. From the invention of the wheel to the harnessing of electricity for artificial lighting, technology is a part of our lives in so many ways that we tend to take it for granted (Laudon & Laudon, 2016).

Pearlson, Saunders, & Galletta, (2016) emphasizes that the need for information systems development cannot be understood unless one also understands the use of software in the organization and unless the software can be applied to the organization to enhance its better performance and enable the organization achieve better performance.

The integration of information technology (IT) and business processes has irrevocably changed the way in which modern organisations operate. The majority of medium-to-large organisations invest significant amounts of time, money and effort on information systems (IS); which combine hardware, software and networking capacity to enhance the efficiency and effectiveness of their business processes (Grant & Meadows, 2016). In some circumstances the IS/IT that supports a business process becomes so integral that it can be very difficult to differentiate between them. The way in which organisational accounting processes have become embedded and reliant upon accounting information systems (AIS) is an apt example of this phenomenon.

Information systems software works hand in hand with the hardware to enable the organization be in position to achieve its goals and objectives. Computers, keyboards, disk drives, iPads, and flash drives are all examples of information systems hardware (Pinedo, 2016).

Software is not tangible it cannot be touched. When programmers create software programs, what they are really doing is simply typing the list of the organization’s instructions that tell the hardware what to do. There are several categories of software, with the two main categories being operating-system software, which makes the hardware usable, and application software, which does something useful. Examples of operating systems include Microsoft Windows on a personal computer and Google’s Android on a mobile phone. Examples of application software are Microsoft Excel and Angry Birds (Chen et al., 2016).

According to Huang et al., (2013), Governments around the world are under the pressure from citizens and business to be more open and transparent in managing public funds, deliver quality public services as per needs of citizens therefore, in the last quarter of 2017, the world wide expenditure on software development was 480 billion dollars (Hughes et al., 2017).This expenditure was in information systems software to enable better service delivery and improve on general public sector performance.

Clearly, Internet and intranet technology has practical integrative applications for organizations. In addition to the practical use of IT as an integrative mechanism, the management of technology also has increased. Andrade & Doolin (2016) makes a strong argument that companies use IT to structure organizations. In addition, he argues that he and many others consider the management of IT as the biggest challenge. The research from this thesis addresses both of these two issues; namely, the use of IT for integration and the implications associated with the management of information technology itself.

According to Rana et al., (2017) information systems initiatives in India was first started in 1990 with a minimal financial investment into National Informatics Centre to enable computerization of operations and automation of the pension fund. This was to eliminate the several challenges with the mismanagement and poor record keeping of the files of the pensioners.

Krecie (2016) reports that the government of Philippines invests around 8-10% of its Gdp on Information systems to enable integrating the operations of government agencies and also on improving transparency in public sector. These financial investments in information systems by different public sector organizations across the globe, is a manifestation of the long-term benefits of the service in enhancing better organizational performance.

Aisara & Pather (2011), In line with world trends, the government of South Africa has over the last decade, recognized the importance of information and communications technology (ICT) and more recently Information systems in improving the standards of service quality and increasing the overall efficiencies of government. Asa result, the government has provided systems software to different public institution amounting to over R14 billion during2015/2016 financial year.

Abdullahi (2014),reports that the government of Nigeria in an effort to eliminate inefficiencies in service delivery and improve general performance, the government invested 32 billion dollars in 2015 to improve on the network systems and elimination of inefficiencies in the Information systems performance.

Karim, 2015 reports that Nigeria has some of the worst public sector delivery systems in the world characterised by corruption and delays in delivery of public services.

Wachira (2015) the use of computer systems in the organization improves performance in a number of ways. Firstly, the computers improve the level of coordination between different departments in a public sector, this has enabled the government across the globe to improve on public service delivery effectiveness and general better organizational performance of the government agencies.

Wachira (2015) further contends that Information systems infrastructure also improves on speed and reliability of organizational transfer and processing of information among members in the organization, this helps the different departments in the organization to send and receive information in a short time which leads to improved performance and better competitive strength of the organization. There is a delay of government services in reaching the people that need it in Ethiopia; some of the departments that people delays in accessing services include the pension (Lavers & Hickey, 2016).

The use of internet services as an effective Information systems infrastructure in Nigeria has been adopted by the government to eliminate unnecessary government costs incurred as a result of paper work and enhance performance of public sector agencies in the country (Ukachi, 2015).

Lavers & Hickey (2016) indicates that Nigerian government agencies have been blamed for poor response to the needs of the citizens and high costs of the paper work involved in the government administration.

Rotich, (2015) also believes that the adoption of computers in the organization is to provide better and an effective communication between different departments in the organization and also between the organization and the outside world. The government’s effort to use computers in the monitoring of public agencies is to ensure that business between the government and the citizens is effective and fast.

Wilson et al., (2015) states that the use of websites is to enable long-term relationship between the organization and the customers, he further asserts that websites is where customers keep checking on the major changes in the organizational products. The public sector websites provide information to the customers about the products the organization has. Paul & Pascale (2013) the government of Ghana was able to realize an increase in revenue collection due to the use of advanced software and internet services, using this system, the public could pay for their taxes online. With the use of systems infrastructural facilities, Ghana was able to realize an increase in revenue collection by 22% in 2017 this was estimated at GH¢13.2 billion against the target of GH¢12.8 billion.

CHAPTER THREE

METHODOLOGY

3.1 Introduction

The study aims at investigate risk assessment and project performance at Uganda Electricity Distribution Company Limited (UEDCL). This section presents the research methods that will be used to carry out the study. It covers the research design, Area of study, target population, sample design, sample size, research instrument, and measurement of variables, Data Collection Procedure, data analysis and anticipated problems of the study

3.2 Research Design

3.3 Study Population

Study population is defined as the entire group of people that a researcher wishes to investigate (Stoecker, & Avila, 2021). The entity comprised of 336 employees distributed as follows; 1 Managing Director, 6 Management staff (Technical services, Legal, Pole plant, Corporate, Finance and Internal audit), 9 Regional Heads (Eastern Service territory, Central North Service territory, Mid-western Service territory, North Eastern Service territory, North North West Service territory, Southern Service territory, South Western Service territory, North Western Service territory and Central Service territory) and 320 staff members at UEDCL whose duties influence the performance of projects.

3.4 Determination of the sample size

It is impossible to study the whole targeted population and therefore the researcher sought to sample of the population. A sample is a subset of the population that comprises members selected from the population (Rahman et al., 2022). Using Krejcie and Morgan’s (1970) table for sample size determination approach, a sample size of 56 respondents were selected from the total population of 80 employees.

Table 1: Population, Sample size and Sampling technique

Category	Population size	Sample size	Sampling Technique
Managing Director	1	1	Purposive sampling
Managers	6	6	Purposive sampling
Regional Heads	9	9	Purposive sampling
Staff Members	64	40	Simple Random sampling
Total	80	56

Source: UEDCL Employee List, (2021)

3.5 Sampling techniques and procedure

Purposive sampling, also known as judgmental, selective or subjective sampling, is a type of non-probability sampling technique where the researcher chooses a sample based on what they think in other words they use their personal judgement (Palys, 2008). The study will use Purposive sampling technique because it saves time and also enables the researcher to get information from the right people who have knowledge and skills regarding the subject topic. This technique was be used in selecting, Managing Director, Managers and Regional heads. The researcher will use this technique because these respondents hold enough knowledge and skills regarding the study topic.

The researcher was also use simple random sampling technique. According to Amin, (2010) a simple random sample is a subset of individuals chosen from a larger set (a population). Each individual is chosen randomly and entirely by chance, such that each individual has the same probability of being chosen at any stage during the sampling process, and each subset of individuals has the same probability of being chosen for the sample. The technique will be used to select from the other staff members.

3.6 Data collection methods

The section presents data collection methods which include questionnaire survey, interview and documentary review.

3.6.1 Questionnaire Survey

Questionnaire Survey method was used to obtain the opinion of the respondents regarding the topic under study, according to (Mulisa, 2022). States that questionnaires are important in research because the respondents are given time to think and they don’t feel intimidated. Questionnaire gives the respondents ample time to respond to the questions when ready and they can be kept for future references. This method were deployed to capture information from Staff Members.

3.6.2 Interview

Face-to-face interview is a data collection method when the interviewer directly communicates with the respondent in accordance with the prepared questionnaire (Raucci et al., 2022), This method enables to acquire factual information, consumer evaluations, attitudes, preferences and other information coming out during the conversation with the respondent. Thus, face-to-face interview method ensures the quality of the obtained data and increases the response rate.

Interviews will be used because they fetch a variety of ideas needed for the study and give a deeper understanding of the topic. The method will be used to generate information from Managing Director, Managers and Regional heads.

3.6.3 Documentary review

This will be used to supplement the data that will be acquired from the interviews and questionnaires. The researcher intends to analyse the documents and publications relating to the study topic. Documents that are expected to be reviewed include UEDCL reports, Journals, and Newspapers.

3.7 Data collection instruments

For each deployed data collection method, there is a corresponding data collection instrument that will be used. The study will use Questionnaire Guides, Interview Guide and Document review checklist as described in the sub-sections below.

3.7.1 Self-administered Questionnaire

The questionnaire shall be designed in a manner that motivates respondents with simple structured questions with the option of providing any addition information to the structured questionnaire as an option to obtain relevant data from them. The questionnaire is structured with both close-ended and open-ended questions. It has a Likert scale 1-5 indicating the level of a respondents’ agreement or disagreement, where 1 represents Strongly Disagree and 5 Strongly Agree. The questionnaires is attached in Appendix I.

3.7.2 Interview Guide

The researcher intends to use an interview guide to collect data in order to find out the vivid picture of the participants’ perspective of the topic. Interviews are an effective qualitative method for getting people to talk about their feelings, opinions and experiences. They are also an opportunity for us to gain insight into how people interpret risk assessment and project performance at UEDCL. The views of the respondents will be a personal reflection of their personal experience relating to the study topic. Appendix II presents the interview guide.

3.7.3 Document Review Checklist

The researcher will use this instrument as attached in Appendix III, in order to capture secondary data and first-hand information relevant to the study. These documents will help the researcher by revealing the level of performance of government agencies through a review of the analysis reports, journals, and Newspapers.

3.8 Data quality control of instruments

The data collection tools shall be pre-tested on a smaller number of respondents from each category of the population to ensure that the questions are accurate.

3.8.1 Validity

Validity is defined as the extent to which results can be accurately interpreted and generalized to other populations (Heinisch et al., 2022).

Validity is the extent to which an instrument like an interview guide or questionnaire measures the intention of the researcher.

Validity will be tested using content validity index which involves judges scoring the relevancy of the questions in the instruments in relation to the study variables.

The formula for Content Validity Index will be

CVI =

Where CVI = content validity

n= number of items indicated relevant.

N = total no. of items in the instrument

The researcher will give the instruments to the two experts who will make an assessment of whether what the researcher is trying to bring out actually does come out. The instrument will then be tried out on selected individuals of the same characteristics as those that will be in the study to assist in identifying deficiencies in the instruments such as insufficient space to write responses, wrong numbering, vague questions, (Mugenda &Mugenda, 1999).The variables should have a CVI of above 0.70 or 70% as the recommended value for the instruments to be considered relevant (Amin, 2005).The researcher will analyse the data collected and where need arises, the instrument will be re-adjusted and re-design to improve reliability and validity. To improve face validity a pilot study will be carried out at UEDCL.

3.8.2 Reliability

Crobach’s coefficient alpha (a) as recommended by Amin, (2005, P.302) will be used to test the reliability of the research instrument. The instrument is deemed reliable if reliable of 0.7 and above is obtained and therefore, it will be adopted for use in the data collection.

Formula for reliability is

= ()

Where = alpha reliability co efficiency.

K=Number of items included in the questionnaire

= sum of variance of individual items

= variance of all items in the instrument.

To ensure credibility and trust worthiness of qualitative data the researcher will ensure that only the officials who are employees of UEDCL will be interviewed.

The coefficient ranges between a=0.00 for no reliability, a =1.00 for perfect reliability. The closer alpha gets to 1.0 the better. If the study findings result to Cronbanch’s Alpha of 0.7 and above, this will signify that research instrument is good enough for the study. According to Amin (2005), all the measurements in the instrument that show adequate levels of internal consistency of cronbach’s alpha of 0.7 and above are accepted as reliable.

3.9 Procedure of data collection

The researcher will obtain an introductory letter from the University to seek permission and enable easy access of information by the researcher from UEDCL, after the permission is granted from UEDCL, the researcher will go ahead and administer questionnaires and interview guides to the selected respondents however the consent of the respondents will be sought before being given questionnaire and the respondents will be informed that the study is strictly for academic purposes.

3.10 Data analysis

Data analysis involved the use of both quantitative and qualitative techniques.

3.10.1 Quantitative Data Analysis

Data processing was done by entering the data into a statistics package for social sciences (SPSS) in line with the research questions. Data analysis was done by also using this statistics package for social sciences (SPSS) to formulate frequency tables where the mean, variance and standard deviation will be obtained.

Under quantitative analysis, process will include editing, classification, coding and presentation. Data was summarized in frequency tables, percentage; data was analyzed with the use of statistical package for social scientist (SPSS). Quantitative data was collected through structure questionnaires and it was cantered into a computer, tabulated and analyzed.

Spearman’s correlation coefficient and regression analysis is recommended by Amin (2005, P.378) was used during data analysis in order to test the strength, degree and direction of risk assessment and project performance at UEDCL. The formula will be used for this study because it is compatible with SPSS program in addition to being appreciated in analysing data under which the data were arranged.

3.11Measurements of variables

A five point Likert ordinal scales ranging from; strongly agree which shall be assigned 5, strongly Agree, 4 agree, Not Sure assigned 3, disagree allocated 2 and strongly disagree allotted 1 to obtain responses on the variables. The Likert ordinal scale has been used by numerous scholars who have conducted similar studies such as Bowling, (1997).

3.12Ethical considerations

The researcher will ensure that before giving questionnaires to the respondents their consent will be sought and when they accept to participate in the study they will be given questionnaires.

Confidentiality of the respondents ‘information will be assured and the researcher will also inform them that the study is meant strictly for academic purposes and therefore they should not fear giving information.

Only respondents who are selected will be given questionnaires and only those meant to be interviewed will be interviewed.

CHAPTER FOUR

DATA PRESENTATION, ANALYSIS AND INTERPRETATION OF FINDINGS

4.1 Introduction

This chapter presents, analyses and interprets findings according to the study objectives. It contains the response rate, demographic information of respondents, findings according to objectives of the study and research hypotheses. Results on objectives and hypotheses are presented using descriptive and inferential statistics.

4.2 Response Rate

Fifty six (56) questionnaires were distributed to respondents, Out of the 56 questionnaires, one hundred fifty-five (55) were returned fully completed, giving a response rate of 98%. The details are shown in the table 4.2.

Table 1: Response Rate

Instrument	Target Response	Actual Response	Response Rate
Questionnaires	56	55	98
Total

Source: Primary Data 2018

The findings from the table above indicate that the percentage of the returned questionnaires was 98%. This finding therefore according to Amin, (2005) indicate that the response rate was good and therefore the study could be conducted since the response rate was above 70.

4.3 Demographic Information of Respondents

The researcher sought out to collect demographic information about the respondents. This information was about gender, age, department of employee, education level, duration one worked.

4.3 Demographic Information of Respondents

The researcher sought out to collect demographic information about the respondents. This information was about gender, age, department of employee, education level, duration one worked.

4.3.1 Gender of respondents

The researcher requested the respondents to indicate their gender, and this was intended to find out whether the sample size was a fair representation of the population. The response was presented in Table 2

Table 2: Gender of respondents

	Frequency	Percentage
Male	33	61
Female	22	39
Total	55	100

Source: Primary Data 2018

Table 4.4 above indicates that the majority of respondents in the study were males constituting 95(61.3%), females on the other hand, were constituted 60 (38.7%) of the respondents. The implication of this finding was that no matter the disparity in percentage of males and females who attended the study, at least views of both males and females were captured which was too vital in making a critical analysis in the performance of an organization. This made the study findings representative and therefore, enabled generalizations.

4.3.2 Findings on the age category of respondents

Age of the respondents was stratified into three strata, that is: 20-30years, 31-40, 41 and above years. This was aimed at ensuring that all age groups are represented in the sample, and to find out how age influence variables under investigation and the results were presented in Table 3.

Table 3: Findings on the age category of respondents

Age category of respondents	Frequency		Percentage
20-30 years		19		34
31-40 years		26		47
41 and above		10		19
Total		55		100

Source: primary data 2018

Table: shows the age of respondents

Table 4.5 shows that majority of respondents (47%) were aged between 31-40 years, followed by those aged between 20-30 years, at 34%, and those 41 and above years were (19%). The findings reveal that all age groups in the population were fairly represented, thus the sample was a fair representation of the population.

4.3.4 Duration of employment

Respondents were asked to reveal their job category, and this was intended to find out whether the sample was a fair representation of the population. Findings were as in figure 4.2

Figure 1: Duration of employment

Source: Primary Data 2024

The results in the study further indicates that majority 32% of the respondents had worked at URA for 3-5years this indicates that majority of the respondents had relevant information regarding the topic understudy. The 31% of the respondents had worked for more than 6 years, 20% of the respondents had worked for 1-2 years and only 17% had worked for less than one year. These results all further show that information got from the field could be relied upon because the respondents were mature and well informed on the variables understudy.

4.4 Empirical Findings

This section analyses and presents information based on objectives of the study.

Empirical findings as per objectives of the study were presented in tables 4.7, 4.8, 4.9. Respondents were presented with items and requested to either agree or disagree basing on a five Likert scale of; Strongly Agree (SA), Agree(A), Neutral (N), Disagree(D), Strongly Disagree (SD).

SA+A= Agree, SD+D= Disagree, N=Undecided/neutral. The study grouped SA and A to mean agreed, SD and D to mean disagree, and N to mean respondents who were undecided. Percentages, mean and standard deviation were used to interpret empirical results. The mean above 3 implied that majority agreed, and that below 3 means disagreed while 3 imply undecided/neutral.

4.4.1 Stakeholder engagement Risk Assessment.

The results are presented in the table below;

Table 4: Stakeholder engagement Risk Assessment.

Stakeholder engagement Risk Assessment	N	Mean	Std. Deviation
Stakeholders are involved in the contract management of their service provision	55	4.39	.488
Stakeholders achieve intended outcomes from the contracts ie performance	55	4.23	.801
Amounts claimed for services/products rendered are adequate	55	4.39	.627
The monitoring reports are always prepared and disseminated to the concerned stakeholders	55	4.00	.963
The contractor provides after sales services, warranty and guarantees for services rendered.	55	4.30	.461
During service delivery records generated are proper, reliable and readily available to the concerned stakeholders	55	4.39	.488
The records’ storage enable quick and easy records filling and retrieval	55	3.94	1.129

Source: Primary Data

Stakeholder Involvement in Contract Management, the high mean score suggests that stakeholders are significantly involved in contract management processes, likely contributing to improved transparency and accountability. A low standard deviation implies consistency in stakeholder participation. This consistent involvement may help mitigate risks related to project delays or misunderstandings in service provision, aligning with best practices in risk management where stakeholder engagement is crucial for success.

Achievement of Intended Outcomes (Mean = 4.23, Std. Deviation = 0.801), Stakeholders achieving intended outcomes from contracts shows an overall positive perception of performance. However, the higher standard deviation indicates some variability in stakeholder experiences, suggesting that certain factors, such as communication gaps or differing levels of engagement, might affect outcome satisfaction. In this context, ongoing assessment and adjustment in stakeholder strategies are necessary to ensure uniform performance outcomes. Adequacy of Amounts Claimed (Mean = 4.39, Std. Deviation = 0.627), The high mean reflects a general agreement that the amounts claimed for services or products are adequate. This alignment contributes to reducing financial risks, particularly disputes or claims-related delays in projects. However, the moderate standard deviation indicates that while most stakeholders find the amounts adequate, there may be occasional concerns that need to be addressed through more transparent or flexible contract management practices.

Preparation and Dissemination of Monitoring Reports (Mean = 4.00, Std. Deviation = 0.963), The slightly lower mean and relatively higher standard deviation suggest that while monitoring reports are generally prepared and shared, there are inconsistencies in how effectively this is done. Timely and thorough monitoring is critical in risk assessment, and gaps in this area could lead to unaddressed risks or delays in corrective actions. Enhancing communication channels and reporting protocols could improve this process. Provision of After-Sales Services, Warranties, and Guarantees (Mean = 4.30, Std. Deviation = 0.461), A strong mean value here indicates that contractors generally provide after-sales services, warranties, and guarantees, which are essential for managing risks associated with service delivery and long-term project sustainability. The low standard deviation shows that stakeholders consistently benefit from this practice, reducing risks related to post-service performance issues.

Record Management during Service Delivery (Mean = 4.39, Std. Deviation = 0.488), The high mean demonstrates that stakeholders perceive records generated during service delivery to be proper, reliable, and accessible. Effective record management is crucial in risk assessment, enabling stakeholders to make informed decisions and mitigate risks by relying on accurate and timely data. The low standard deviation suggests a uniformity in record-keeping practices, which further supports efficient project management and risk mitigation. Ease of Records Filing and Retrieval (Mean = 3.94, Std. Deviation = 1.129), Although the mean score is relatively high, the higher standard deviation points to significant variability in the ease of record filing and retrieval. This variability may introduce risks, such as delays in accessing critical information during contract management. Addressing these inconsistencies by standardizing record-keeping practices and investing in more efficient systems would help mitigate such risks and improve overall project performance, Overall, the findings indicate that stakeholder engagement in risk assessment is generally strong, with positive perceptions across most areas. However, there are areas, such as the preparation and dissemination of monitoring reports and the ease of records filing and retrieval, where improvements could enhance stakeholder satisfaction and risk mitigation strategies. Ensuring consistency in these areas would lead to better outcomes and a more robust approach to risk management.

4.4.2 Different Technology risks

The results from the findings are presented in the table below;

Table 5: Different Technology risks

Different Technology risks	N	Mean	Std. Deviation
Do software failures impact this organization	55	2.15	.858
To what extent do you agree that inadequate cybersecurity measures pose a significant risk to project data integrity?	55	3.31	1.068
How much do you agree that outdated technology negatively affects the overall quality of project deliverables?	55	4.30	.461
To what extent do you believe that inadequate IT support during project execution hinders project performance?	55	2.99	1.300
How would you rate the effect of frequent technology upgrades on project costs and budget adherence?	55	2.70	1.065
How much do you agree that reliance on third-party technology vendors increases the risk of project delays?	55	2.84	1.101
To what extent do you believe that insufficient training on new technologies impacts the efficiency of project teams?	55	3.85	.535

Source: Primary Data

The mean score for the question “Do software failures impact this organization?” is 2.15, with a standard deviation of 0.858, indicating a relatively low level of agreement among respondents. This suggests that while software failures are a concern, they are not perceived as having a major impact on project performance within this organization. However, the variability in responses indicates that some teams or departments may be more affected by software-related issues than others. This could point to differences in the criticality of software tools depending on project types or phases.

In terms of cybersecurity, the mean score for “Inadequate cybersecurity measures pose a significant risk to project data integrity” is 3.31 with a standard deviation of 1.068. This suggests a moderate agreement among respondents, indicating that while cybersecurity risks are recognized, they may not be seen as an immediate threat by all stakeholders. The relatively high standard deviation points to a diversity of views, which may reflect varying levels of awareness or concern about cybersecurity issues within the organization. It could also signal that some departments are more exposed to sensitive data than others.

The strongest agreement was observed for the statement “Outdated technology negatively affects the overall quality of project deliverables,” with a mean score of 4.30 and a low standard deviation of 0.461. This high score clearly reflects a consensus among respondents that outdated technology is a significant risk factor, likely compromising project outcomes by reducing efficiency, productivity, or the ability to deliver innovative solutions. It indicates a pressing need for technological upgrades or modernization to enhance project quality.

Respondents expressed moderate concern about the lack of IT support during project execution, with a mean score of 2.99 and a standard deviation of 1.300. This indicates that while some participants feel that insufficient IT support hinders project performance, opinions are divided. The high standard deviation suggests that the impact of IT support might vary across different projects or teams, possibly depending on the complexity or technical demands of the specific projects.

Regarding the effect of frequent technology upgrades on project costs and budget adherence, the mean score was 2.70 with a standard deviation of 1.065. This suggests that respondents believe frequent upgrades have a moderate impact on costs and budget control. The moderate level of agreement could reflect concerns about the additional expenses associated with keeping up with technological advancements, as well as potential disruptions to ongoing projects due to frequent upgrades.

The question about reliance on third-party vendors producing project delays yielded a mean score of 2.84 and a standard deviation of 1.101. While there is a moderate level of concern regarding vendor reliance, the variation in responses indicates that the extent to which vendor dependence affects project timelines may differ based on specific vendor relationships or project requirements. Organizations may need to assess how to mitigate the risks of vendor delays through better contracts or improved communication. The importance of training on new technologies was rated highly, with a mean score of 3.85 and a low standard deviation of 0.535. This indicates a strong agreement among respondents that insufficient training on new technologies negatively affects project teams’ efficiency. Proper training is essential for ensuring that project teams can effectively utilize new systems and tools, thus avoiding potential delays or quality issues, The findings highlight several key technology risks that affect project performance, with outdated technology and insufficient training on new technologies being seen as the most critical. Cybersecurity and IT support are moderately recognized risks, while software failures, technology upgrades, and reliance on third-party vendors are seen as lesser but still relevant challenges. The organization should prioritize addressing outdated technology and invest in training to mitigate the negative effects on project performance.

4.4.2 Contract management risk assessment

The results from the study findings are presented in the table below;

Table 6: Contract management risk assessment

Contract management risk assessment	N	Mean	Std. Deviation
Contract Management is used in understanding and controlling risk	55	2.44	.846
Contract Management enables realization of Huge cost savings	55	3.85	.535
Contract management is used to uncover opportunities to enhance revenue	55	2.92	1.210
Proper contract management improves Administrative Efficiency	55	2.08	.921
There is improved customer service as a result of contract management	55	3.00	1.112
All contract requirements are met/provided timely	55	3.47	1.009
Minimum quality standards are met by all services/products received	55	2.69	.910
There is a person in charge to monitor service delivery for each contract	55	2.92	1.210
Services/Products are provided in accordance with the contract terms and conditions ie agreed price, quantities	55	3.00	1.112

Source: primary data

The role of contract management in understanding and controlling risks is notably weak, with a mean score of 2.44 and a standard deviation of 0.846. This suggests that, while contract management is employed to mitigate risks, its effectiveness in this area is suboptimal. The relatively low mean score indicates that stakeholders may not fully recognize or capitalize on contract management as a tool for risk mitigation. It may also point to potential gaps in the implementation of risk control mechanisms within the contract management process.

Contract management is highly effective in realizing cost savings, as indicated by a mean score of 3.85 and a standard deviation of 0.535. This finding highlights that contract management significantly contributes to reducing costs, which is a key priority for organizations. The relatively small standard deviation suggests that this benefit is consistently recognized across the sample, underscoring the financial value that contract management provides in mitigating cost-related risks.

Contract management is seen as moderately effective in uncovering opportunities to enhance revenue, with a mean score of 2.92 and a standard deviation of 1.210. This mixed result implies that while contract management can potentially drive revenue generation, this benefit may not be fully realized in all cases. The relatively high standard deviation indicates variation in how different stakeholders perceive the ability of contract management to reveal revenue-enhancing opportunities, suggesting inconsistent application or understanding of contract optimization strategies.

The findings reveal a significant gap in the ability of contract management to improve administrative efficiency, with a mean score of 2.08 and a standard deviation of 0.921. This low score suggests that the current practices in contract management do not contribute substantially to reducing administrative burdens. Inefficiencies in contract execution and monitoring might be hindering the potential for contract management to streamline administrative processes, thereby impacting overall project performance.

Contract management moderately contributes to improving customer service, as reflected by a mean score of 3.00 and a standard deviation of 1.112. This indicates that while contract management plays a role in ensuring better service delivery to customers, the benefits are not consistently realized across all contracts. The variability in responses may reflect differences in how contract terms are executed and monitored, impacting the consistency of customer service outcomes.

The timely fulfillment of contract requirements, with a mean score of 3.47 and a standard deviation of 1.009, suggests a relatively positive impact of contract management in ensuring that obligations are met on time. However, the standard deviation reveals some variability, indicating that while many contracts are successfully fulfilled on time, there are still instances where delays or non-compliance occur, representing a significant area of risk for organizations.

Contract management appears less effective in ensuring that minimum quality standards are consistently met, with a mean score of 2.69 and a standard deviation of 0.910. This finding suggests that there are gaps in how quality is monitored and enforced within the contract framework. The relatively low mean score may be due to inadequate oversight mechanisms or lack of clear quality control processes embedded in contract management.

The presence of a designated person to monitor service delivery for each contract shows moderate effectiveness, with a mean score of 2.92 and a standard deviation of 1.210. While having a person in charge is crucial for ensuring compliance with contract terms, the mixed responses indicate that this is not a consistently applied practice across all contracts. The large standard deviation reflects differing levels of engagement in monitoring activities, which could lead to lapses in service delivery quality or adherence to contractual obligations.

The adherence to contract terms and conditions, including agreed prices and quantities, shows moderate effectiveness, with a mean score of 3.00 and a standard deviation of 1.112. This suggests that while contract management helps ensure that contract terms are generally followed, there is room for improvement in consistency. The variability in responses may be due to differing levels of rigor in contract enforcement or the challenges involved in managing complex contractual arrangements, the findings from the contract management risk assessment demonstrate that while contract management is effective in areas like cost savings and timely fulfillment of contract requirements, it is less successful in controlling risks, enhancing administrative efficiency, and ensuring consistent quality standards. These gaps highlight the need for organizations to strengthen their contract management processes, particularly in risk control, quality assurance, and monitoring. By addressing these areas, organizations can enhance the overall effectiveness of contract management and reduce the associated risks.

4.4.5 Project performance

The findings are presented in the table below;

Table 7: Project performance

Project performance	N	Mean	Std. Deviation
Risk identification processes at UEDCL are effective in anticipating potential challenges in project execution.	55	3.39	.834
The thoroughness of risk assessment directly influences the timely completion of projects at UEDCL.	55	3.92	.476
Effective risk communication among stakeholders contributes to improved project performance at UEDCL.	55	3.85	.665
Regular updates and revisions to the risk management plan enhance project outcomes at UEDCL.	55	4.00	.682
The lack of risk assessment leads to cost overruns in UEDCL projects.	55	3.92	.476
Regular updates and revisions to the risk management plan enhance project outcomes at UEDCL.	55	4.00	.682
Project performance at UEDCL would improve with more rigorous and continuous risk assessments throughout the project lifecycle	55	3.39	.834

Source: Primary Data

The mean score of 3.39 and a standard deviation of 0.834 suggests that UEDCL’s risk identification processes are moderately effective in anticipating potential challenges during project execution. This indicates that while the current processes help to foresee risks, there may be room for improvement in terms of comprehensiveness and foresight. Enhancing risk identification procedures could lead to better anticipation of unforeseen challenges, minimizing disruptions during the project lifecycle.

The finding that the thoroughness of risk assessment has a significant influence on the timely completion of projects at UEDCL, with a mean of 3.92 and a standard deviation of 0.476, demonstrates the critical role that detailed risk evaluation plays in ensuring that projects adhere to their timelines. This low variability among responses reflects a strong consensus among participants that effective risk assessment is integral to maintaining project schedules, reducing delays that may arise from unanticipated issues.

The statement that effective risk communication among stakeholders improves project performance also received strong agreement, with a mean of 3.85 and a standard deviation of 0.665. The slightly higher variability in responses indicates some variation in how risk communication is perceived across different stakeholders. However, the overall positive mean reflects the general understanding that transparent communication regarding risks between all involved parties can significantly improve decision-making, response strategies, and the overall performance of projects.

The strongest level of agreement was seen in the statement about the importance of regular updates and revisions to the risk management plan in enhancing project outcomes, with a mean of 4.00 and a standard deviation of 0.682. This finding underlines the value of continuously revising risk management plans to accommodate evolving project conditions, helping to mitigate new or changing risks throughout the project lifecycle. These updates help keep risk mitigation strategies relevant, which in turn positively impacts project outcomes.

The relationship between inadequate risk assessment and cost overruns was evident, with a mean score of 3.92 and a standard deviation of 0.476. This consensus indicates that insufficient attention to risk assessment increases the likelihood of unexpected costs, leading to budget overruns. Therefore, the adoption of comprehensive risk assessment frameworks could help UEDCL better control costs, contributing to the financial efficiency of its projects.

The mean score of 3.39 (standard deviation of 0.834) for the statement that continuous and rigorous risk assessments throughout the project lifecycle would improve performance highlights that UEDCL’s current risk assessment practices, while somewhat effective, could be enhanced. The moderate level of agreement indicates that continuous risk monitoring and assessment may not be fully integrated into UEDCL’s project management approach, suggesting a gap that, if addressed, could significantly improve project outcomes, Overall, the findings suggest that risk management practices, particularly in risk identification, assessment, communication, and updating risk management plans, are crucial to improving project performance at UEDCL. There is a need for more rigorous and continuous risk assessments to enhance project outcomes further, reduce cost overruns, and improve the timely completion of projects. Addressing these areas could lead to more efficient project execution, contributing to the long-term success of UEDCL’s projects.

CHAPTER FIVE

DISCUSSION, CONCLUSION AND RECOMMENDATIONS

5.0 Introduction

This section will present the discussion, conclusion and recommendations.

5.1 Discussion of the study

This section presents the discussion of the study inline with study objectives;

5.1.1 Stakeholder engagement Risk Assessment.

The study indicates that stakeholders are significantly involved in contract management processes, likely contributing to improved transparency and accountability. A low standard deviation implies consistency in stakeholder participation. This consistent involvement may help mitigate risks related to project delays or misunderstandings in service provision, aligning with best practices in risk management where stakeholder engagement is crucial for success, this view was also in line with Gichimu, & Mutuku, (2022), who indicates that stakeholders vary in their impact, significance, interest, and relevance in relation to contract management and service delivery objectives, to manage complex contracts with multiple stakeholders, it is useful to establish committees with membership that is representative of stakeholders.

The study results indicate that Stakeholders achieving intended outcomes from contracts shows an overall positive perception of performance. However, the higher standard deviation indicates some variability in stakeholder experiences, suggesting that certain factors, such as communication gaps or differing levels of engagement, might affect outcome satisfaction. In this context, ongoing assessment and adjustment in stakeholder strategies are necessary to ensure uniform performance outcomes, this view was also in line with Wu et al., (2023) who indicates that the need for measures to provide feedback to user departments, track procurement progress, and implement service delivery procedures to attain value for money. Engagement with stakeholders develops an open and inclusive environment where information, comments, opinions, and criticism are valued and used.

The study results further indicate that the high mean reflects a general agreement that the amounts claimed for services or products are adequate. This alignment contributes to reducing financial risks, particularly disputes or claims-related delays in projects. However, the moderate standard deviation indicates that while most stakeholders find the amounts adequate, there may be occasional concerns that need to be addressed through more transparent or flexible contract management practices, this view was also in line with Bobae, (2024) who asserts that stakeholder involvement is increasingly recognized as a crucial factor in project performance across various industries. This literature review explores the influence of stakeholder involvement on project performance, focusing on key themes such as risk management, project success, and the dynamics of stakeholder relationships. Stakeholder involvement is pivotal for the successful execution and completion of projects. Stakeholders include any group or individual who can affect or is affected by the achievement of the organization’s objectives. Involving stakeholders in the project lifecycle can enhance decision-making, ensure resource allocation, and improve project outcomes.

The study results show that slightly lower mean and relatively higher standard deviation suggest that while monitoring reports are generally prepared and shared, there are inconsistencies in how effectively this is done. Timely and thorough monitoring is critical in risk assessment, and gaps in this area could lead to unaddressed risks or delays in corrective actions. Enhancing communication channels and reporting protocols could improve this process, this view was also in line with Siddiqui, Qureshi, & Shaukat, (2024) who states that the involvement of stakeholders in risk management processes can lead to better identification, assessment, and mitigation of risks, engaging stakeholders early in the project helps in recognizing potential risks and developing strategies to manage them, active stakeholder participation reduces uncertainties and enhances project predictability.

The high mean demonstrates that stakeholders perceive records generated during service delivery to be proper, reliable, and accessible. Effective record management is crucial in risk assessment, enabling stakeholders to make informed decisions and mitigate risks by relying on accurate and timely data. The low standard deviation suggests a uniformity in record-keeping practices, which further supports efficient project management and risk mitigation, this view was also in line with Ndayizeye, & Munene, (2022) who asserts that stakeholder management practices contribute to improved project performance, particularly in terms of meeting project objectives and stakeholder satisfaction, that understanding stakeholder needs and expectations is essential for achieving project success.

The study results further show that although the mean score is relatively high, the higher standard deviation points to significant variability in the ease of record filing and retrieval. This variability may introduce risks, such as delays in accessing critical information during contract management. Addressing these inconsistencies by standardizing record-keeping practices and investing in more efficient systems would help mitigate such risks and improve overall project performance, Overall, the findings indicate that stakeholder engagement in risk assessment is generally strong, with positive perceptions across most areas. However, there are areas, such as the preparation and dissemination of monitoring reports and the ease of records filing and retrieval, where improvements could enhance stakeholder satisfaction and risk mitigation strategies. Ensuring consistency in these areas would lead to better outcomes and a more robust approach to risk management, this view was also in line with Kipkoech, (2022) who asserts effective communication ensures that stakeholders are well-informed about project progress, changes, and challenges, thereby facilitating their support and involvement. Despite the benefits, involving stakeholders in projects presents several challenges. Conflicting interests among stakeholders can lead to disputes and delays, the complexity of managing diverse stakeholder groups requires significant effort and resources, that project managers must possess strong negotiation and conflict resolution skills to address these challenges effectively.

5.1.2 Different Technology risks

The study results further indicate software failures are a concern, they are not perceived as having a major impact on project performance within this organization. However, the variability in responses indicates that some teams or departments may be more affected by software-related issues than others. This could point to differences in the criticality of software tools depending on project types or phases, this view was also in line with Scott, Amajuoyi, & Adeusi, (2024), Technological risks pose significant challenges to project performance, but with proper risk management strategies, these risks can be mitigated. Emphasizing comprehensive risk assessments, agile project management, continuous monitoring, and investment in training can enhance project resilience against technological failures.

In terms of cybersecurity, Inadequate cybersecurity measures pose a significant risk to project data integrity is 3.31 with a standard deviation of 1.068. This suggests a moderate agreement among respondents, indicating that while cybersecurity risks are recognized, they may not be seen as an immediate threat by all stakeholders. The relatively high standard deviation points to a diversity of views, which may reflect varying levels of awareness or concern about cybersecurity issues within the organization, this view was also in line with Kwok Hung Lau & Haibo Huang (2012), who asserts that information systems software covers vast areas of technologies such as mobile and wireless technology, telecommunications, software development, security, Intelligent systems etc. Information system has had a huge impact on industries, the community in general and our daily lives. Information systems software can be applied to many fields. One of the emerging applications in recent years is in most of the organizations to enhance better performance.

The study results further indicate that, outdated technology negatively affects the overall quality of project deliverables. This high score clearly reflects a consensus among respondents that outdated technology is a significant risk factor, likely compromising project outcomes by reducing efficiency, productivity, or the ability to deliver innovative solutions. It indicates a pressing need for technological upgrades or modernization to enhance project quality, this was also indicated that, Grant & Meadows, (2016) who asserts that technology can be thought of as the application of scientific knowledge for practical purposes. From the invention of the wheel to the harnessing of electricity for artificial lighting, technology is a part of our lives in so many ways that we tend to take it for granted.

Respondents expressed moderate concern about the lack of IT support during project execution, this indicates that while some participants feel that insufficient IT support hinders project performance, opinions are divided. The high standard deviation suggests that the impact of IT support might vary across different projects or teams, possibly depending on the complexity or technical demands of the specific projects, this view was also in line with Chen et al., (2016), Who indicates that Software is not tangible it cannot be touched. When programmers create software programs, what they are really doing is simply typing the list of the organization’s instructions that tell the hardware what to do. There are several categories of software, with the two main categories being operating-system software, which makes the hardware usable, and application software, which does something useful, like Examples of operating systems include Microsoft Windows on a personal computer and Google’s Android on a mobile phone. Examples of application software are Microsoft Excel and Angry Birds.

5.1.3 Contract management risk assessment

The role of contract management in understanding and controlling risks is notably weak, with a low mean, this suggests that, while contract management is employed to mitigate risks, its effectiveness in this area is suboptimal. The relatively low mean score indicates that stakeholders may not fully recognize or capitalize on contract management as a tool for risk mitigation. It may also point to potential gaps in the implementation of risk control mechanisms within the contract management process, this view was also explained by wachira (2015) the use of computer systems in the organization improves performance in a number of ways. Firstly, the computers improve the level of coordination between different departments in a public sector,

Contract management is highly effective in realizing cost savings, this finding highlights that contract management significantly contributes to reducing costs, which is a key priority for organizations. The relatively small standard deviation suggests that this benefit is consistently recognized across the sample, underscoring the financial value that contract management provides in mitigating cost-related risks.

Contract management is seen as moderately effective in uncovering opportunities to enhance revenue, This mixed result implies that while contract management can potentially drive revenue generation, this benefit may not be fully realized in all cases. The relatively high standard deviation indicates variation in how different stakeholders perceive the ability of contract management to reveal revenue-enhancing opportunities, suggesting inconsistent application or understanding of contract optimization strategies.

5.2 Conclusion of the study.

The study on stakeholder involvement in contract management demonstrates the critical role stakeholders play in enhancing transparency, accountability, and risk mitigation. The high mean score in various dimensions, such as adequacy of amounts claimed, record management, and after-sales services, reflects strong stakeholder engagement and a positive perception of contract performance. Consistent stakeholder participation, indicated by the low standard deviations in most areas, reinforces the importance of involving stakeholders in contract processes to minimize risks related to delays and misunderstandings, aligning with best practices in risk management.

The achievement of intended outcomes, while largely positive, shows some variability, suggesting that factors like communication gaps or inconsistent engagement may affect stakeholder satisfaction. This indicates a need for ongoing adjustments in stakeholder strategies to ensure consistent performance outcomes across different contracts.

The preparation and dissemination of monitoring reports, though generally effective, show room for improvement. The higher variability in this area suggests that timely and thorough reporting is not always achieved, potentially leaving risks unaddressed. Strengthening communication channels and standardizing reporting protocols would enhance the effectiveness of this risk management process.

Similarly, the ease of records filing and retrieval presents a notable risk, with the higher standard deviation pointing to inconsistencies. Standardizing record-keeping practices and implementing more efficient systems would help mitigate risks associated with delays in accessing critical information during contract management, the findings suggest that stakeholder involvement in contract management is largely effective in promoting risk mitigation and enhancing project performance. However, areas such as monitoring report dissemination and records management require targeted improvements to ensure more uniform stakeholder satisfaction and stronger risk management practices. Addressing these inconsistencies would lead to better project outcomes and a more robust contract management framework.

The study’s findings reveal that while software failures are acknowledged as a concern, they are not perceived as having a major impact on overall project performance within the organization. However, the variability in responses highlights that certain teams or departments may be more affected by software-related issues than others, potentially due to differences in the criticality of software tools based on project types or phases. This aligns with the view of Scott, Amajuoyi, & Adeusi (2024), who emphasize that technological risks present significant challenges to project performance but can be mitigated through effective risk management strategies. These strategies include conducting comprehensive risk assessments, adopting agile project management, continuous monitoring, and investing in training to improve resilience against technological failures.

Regarding cybersecurity, the study shows that while inadequate cybersecurity measures pose a significant risk to project data integrity, it is not uniformly viewed as an immediate threat. With a mean score of 3.31 and a standard deviation of 1.068, there is moderate agreement among respondents, suggesting that awareness of cybersecurity risks varies across stakeholders. This is consistent with Kwok Hung Lau & Haibo Huang (2012), who note that information systems cover vast areas of technology, including mobile and wireless technology, telecommunications, and security. The diversity of views on cybersecurity reflects varying levels of awareness or concern, but it is evident that as organizations increasingly rely on information systems, addressing cybersecurity risks is crucial for enhancing project performance, the study also highlights that outdated technology has a notably negative impact on project deliverables. The high consensus among respondents reflects that outdated technology is a major risk factor, affecting project efficiency, productivity, and innovation. This underscores the urgent need for technological upgrades to ensure high-quality project outcomes, a view supported by Grant & Meadows (2016), who stress the significance of applying scientific knowledge through technology to improve practical outcomes.

Additionally, moderate concern was expressed about the lack of IT support during project execution, with divided opinions among participants. The high standard deviation indicates that the impact of IT support may vary depending on the complexity and technical demands of different projects, a view that aligns with Chen et al. (2016), who highlight the intangible nature of software and its critical role in ensuring hardware usability and application performance, the study emphasizes the need for strategic technological investments, enhanced cybersecurity measures, modernization of outdated systems, and adequate IT support to ensure consistent project performance. By addressing these technological risks, the organization can significantly improve the quality, efficiency, and resilience of its projects.

5.3 Recommendations

the following recommendations are proposed, although stakeholder engagement positively impacts transparency, accountability, and risk mitigation, communication gaps and inconsistent involvement still hinder uniform satisfaction across different contracts. To address this, it is essential to establish more structured communication frameworks, ensuring all stakeholders are regularly informed and engaged throughout the project lifecycle. Periodic stakeholder feedback sessions could also be implemented to identify and resolve issues early, promoting better outcomes. The variability in the preparation and dissemination of monitoring reports highlights the need for improvement in this area. Standardizing reporting protocols and creating clearer guidelines for timely and thorough monitoring report dissemination can help address unaddressed risks and improve project performance. Automation tools for generating and sharing reports could further streamline this process, reducing delays and enhancing transparency. The inconsistency in records filing and retrieval poses risks related to project delays. Standardizing record-keeping systems, introducing digital archiving, and training personnel in effective documentation practices would mitigate this risk. Adopting centralized and easily accessible digital platforms for records could lead to more efficient contract management and quicker decision-making, while technological failures are not perceived as a major risk across the board, their impact is uneven, particularly affecting teams with more critical software dependencies. A comprehensive risk assessment specific to technological needs in different departments should be conducted. Investing in agile project management, ongoing technical support, and regular training on software usage would strengthen the resilience of teams facing software-related challenges.

The study indicates that outdated technology severely affects project deliverables. Organizations should prioritize investments in modernizing systems to ensure high-quality project outcomes. A phased technological upgrade plan, aligning with evolving project needs, should be implemented. This will not only boost productivity and innovation but also enhance the overall project efficiency.

The study’s moderate concern regarding cybersecurity risks suggests that varying levels of awareness exist among stakeholders. Increasing cybersecurity awareness through training programs and adopting stronger security protocols will safeguard project data integrity. Regular cybersecurity assessments should be conducted to identify vulnerabilities, especially as reliance on information systems continues to grow, the high variability in perceptions of IT support underscores the importance of aligning IT resources with project needs. Organizations should ensure that adequate IT support is available during the execution phase of all projects, particularly those with high technical demands. This could be achieved by enhancing IT staffing, providing 24/7 support, and ensuring rapid response times for critical issues, By implementing these recommendations, the organization can significantly enhance stakeholder satisfaction, mitigate risks, and improve the overall performance of its projects. These adjustments will promote stronger contract management frameworks, better technological resilience, and more efficient project outcomes.

RISK ASSESSMENT AND PROJECT PERFORMANCE AT UGANDA ELECTRICITY DISTRIBUTION COMPANY LIMITED (UEDCL)

Dear sir/ madam

You have been selected to take part in the study because of your unique expertise and experience in Uganda Electricity Distribution Company Limited (UEDCL).

You are kindly requested to spare some time and give your honest opinion or judgment on the questions or statements in the questionnaire. Note that all response including your identity will be treated with utmost confidentiality and shall be used exclusively for the purpose of the study I wish to thank you in advance for your co-operation.

SECTION 1 BACK GROUND INFORMATION

Gender

Male female

In what age group do you belong in?

20-25 years b) 26-30years c) 31-35 years
d) 36-40 years e) 41 and above

You job category?

Accounting officer Manager Division heads

Regional heads staff members

How long have you served in this department?

Less than 2 years b) 3-5 years
c) 6-8 years d) More than 9 years

What is your highest level of education?

Post graduate diploma c) Masters
Bachelors d) Certificate
Doctoral

Section B: Stakeholder engagement Risk Assessment. Here you are requested to indicate the level at which you agree with the statement. The keys have been displayed below where:

SA- Strongly Agree, A-Agree, NS- Not Sure, D- Disagree, SD-Strongly Disagree

1	Stakeholders are involved in the contract management of their service provision	5	4	3	2	1
2	Stakeholders achieve intended outcomes from the contracts ie performance	5	4	3	2	1
3	Amounts claimed for services/products rendered are adequate	5	4	3	2	1
4	The monitoring reports are always prepared and disseminated to the concerned stakeholders	5	4	3	2	1
5	The contractor provides after sales services, warranty and guarantees for services rendered.	5	4	3	2	1
6	During service delivery records generated are proper, reliable and readily available to the concerned stakeholders	5	4	3	2	1
7	The records’ storage enable quick and easy records filling and retrieval	5	4	3	2	1

Section B: Different Technology risks. Here you are requested to indicate the level at which you agree with the statement. The keys have been displayed below where:

SA- Strongly Agree, A-Agree, NS- Not Sure, D- Disagree, SD-Strongly Disagree

No	Question	SA	A	NS	D	SD
1	Do software failures impact this organization	5	4	3	2	1
2	To what extent do you agree that inadequate cybersecurity measures pose a significant risk to project data integrity?	5	4	3	2	1
3	How much do you agree that outdated technology negatively affects the overall quality of project deliverables?	5	4	3	2	1
4	To what extent do you believe that inadequate IT support during project execution hinders project performance?	5	4	3	2	1
5	How would you rate the effect of frequent technology upgrades on project costs and budget adherence?	5	4	3	2	1
6	How much do you agree that reliance on third-party technology vendors increases the risk of project delays?	5	4	3	2	1
7	To what extent do you believe that insufficient training on new technologies impacts the efficiency of project teams?	5	4	3	2	1

SectionC: Contract management risk assessment. Here you are requested to indicate the level at which you agree with the statement. The keys have been displayed below where:

SA- Strongly Agree, A-Agree, NS- Not Sure, D- Disagree, SD-Strongly Disagree

No	Question	SA	A	NS	D	SD
1	Contract Management is used in understanding and controlling risk	5	4	3	2	1
2	Contract Management enables realization of Huge cost savings	5	4	3	2	1
3	Contract management is used to uncover opportunities to enhance revenue	5	4	3	2	1
4	Proper contract management improves Administrative Efficiency	5	4	3	2	1
5	There is improved customer service as a result of contract management	5	4	3	2	1
6	All contract requirements are met/provided timely	5	4	3	2	1
7	Minimum quality standards are met by all services/products received.	5	4	3	2	1
8	There is a person in charge to monitor service delivery for each contract	5	4	3	2	1
9	Services/Products are provided in accordance with the contract terms and conditions ie agreed price, quantities	5	4	3	2	1

SectionC: project performance . Here you are requested to indicate the level at which you agree with the statement. The keys have been displayed below where:

SA- Strongly Agree, A-Agree, NS- Not Sure, D- Disagree, SD-Strongly Disagree

No	Question	SA	A	NS	D	SD
1	Risk identification processes at UEDCL are effective in anticipating potential challenges in project execution.	5	4	3	2	1
2	The thoroughness of risk assessment directly influences the timely completion of projects at UEDCL.	5	4	3	2	1
3	Effective risk communication among stakeholders contributes to improved project performance at UEDCL.	5	4	3	2	1
4	Regular updates and revisions to the risk management plan enhance project outcomes at UEDCL.	5	4	3	2	1
5	The lack of risk assessment leads to cost overruns in UEDCL projects.	5	4	3	2	1
6	Regular updates and revisions to the risk management plan enhance project outcomes at UEDCL.	5	4	3	2	1
7	Project performance at UEDCL would improve with more rigorous and continuous risk assessments throughout the project lifecycle	5	4	3	2	1

Thank you for responding

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