Agile Project Management and Organizational Performance: A Case of Selected Non-Governmental Organizations in Nairobi County


International Research Journal of Economics and Management Studies
© 2025 by IRJEMS
Volume 4  Issue 8
Year of Publication : 2025
Authors : Effie Nyaboke Ong’eta, Dr. James Sankale, Dr. Stella Karimi
irjems doi : 10.56472/25835238/IRJEMS-V4I8P108

Citation:

Effie Nyaboke Ong’eta, Dr. James Sankale, Dr. Stella Karimi. "Agile Project Management and Organizational Performance: A Case of Selected Non-Governmental Organizations in Nairobi County" International Research Journal of Economics and Management Studies, Vol. 4, No. 8, pp. 61-71, 2025. Crossref. http://doi.org/10.56472/25835238/IRJEMS-V4I8P108

Abstract:

This study investigated the influence of Agile Project Management (APM) practices on organizational performance among selected Non-Governmental Organizations (NGOs) in Nairobi County, Kenya. The study was guided by the following: to evaluate the level of adoption and implementation of agile project management practices among non-governmental organizations (NGOs) in Nairobi County, Kenya, utilizing agile project management practices. Anchored on the Theory of Constraints and the Kanban approach, the study emphasized process optimization, prioritization, and continuous learning. A descriptive research design combining qualitative and quantitative methods was used. The target population comprised NGO staff, with a sample size of 306 participants, including 30 interviewees from organizations like Ariane International NGO, Aga Khan Foundation, and LeaToto. Data were collected through questionnaires and interviews, and analyzed using SPSS version 26, employing means, medians, and standard deviations. Findings revealed notable gender disparities, with females (mean = 0.73) participating more actively in APM than males (mean = 0.27). Older professionals (aged 46 and above) were more engaged in agile practices compared to younger groups. Higher educational attainment (master’s and PhD) correlated with greater APM engagement. Challenges included concerns about speed versus quality (mean = 2.66), employee resistance (mean = 4.14), and scepticism about agile effectiveness (mean = 3.34). The study recommends targeted agile training, capacity building, and fostering an organizational culture supportive of agile principles to maximize NGO performance and adaptability in changing environments.

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Keywords:

Adoption of agile project - Organization Performance.