Abstract:
The study was intended to assess the factors affecting the completion of projects at National Housing Corporation in Dar Es Salaam, Tanzania. The most important theories which guided this study were constraints theory and contingent theory. Data were collected using structured questionnaire of a 5-point likert scale from 55 respondents comprising administration, directorate of finance, directorate of project planning and management and directorate of quality management. By using descriptive analysis, empirical results showed that technical capacity of either the constructors or managers is not given due consideration in the projects run by NHC within Dar es Salaam region. This may be one of the factors which affect the completion of many projects initiated by the corporation. The study also found out that the participants had different views on the role of involvement leadership on project completion. There are some who believed that involvement leadership leads into successful completion of projects while others considered the use of involvement leadership to be a hindrance factor for the completion of projects run by NHC. In addition, it was found that, the use of inappropriate communication channels negatively affects the implementation of project activities as it could not be easy for the project managers to get feedback on either success or failures of the project. Thus project managers were reported not to be giving technical information on the running of projects. Based on the study, the researcher recommended the following; the project managers should consider the technical capacity of contractors when offering contracts for implement NHC projects. The project managers should consider the technical capacity of contractors when offering contracts for implement NHC projects. The project managers should be trained on managerial skills and leadership styles. HNC should develop, implement and evaluate communication policies so as to ensure effective communication of project information to all players.
