Bridging the Gap Between Project Planning and Execution— A Case of Menengai Geothermal Prospect of Geothermal Development Company in Kenya

Realization of the envisaged results greatly depends on how well the execution of the strategy is undertaken. While planning remains an important aspect in achieving the set objectives, Performance Management is central in the execution of the strategy. The 20-80 principle may be applied whereby 20% of core activities in an organization that provide 80% results require clear planning and monitoring. Definition of every activity, assigning the required resources and responsibility, setting specific timelines, tracking of performance and reporting at every stage of a project are all essential in project execution. Kenya has a geothermal potential of over 10000 MWe along its rift system and Geothermal Development Company (GDC) was formed to fast track its development. The strategy for GDC is to boost electricity production to meet the increasing demand from the current 1,350 MWe to 15,000 MWe by 2030. In this regard, GDC will provide reliable, sustainable, cost effective, affordable and clean supply of energy. Critical to the company is the delivery time of its geothermal steam projects for power generation that is highly essential to the realization of the Country’s “Vision 2030”. GDC has to develop 10,000 MWe of electricity by 2030. GDC has identified Performance Management as being critical to achieving its mandate. In GDC Performance management entails planning, implementation, monitoring, reporting and progress review of all projects to be implemented by all departments to enable the company achieve its corporate objectives.