Njau, Gladwin N.2026-01-262025http://192.168.8.146:4000/handle/123456789/1040Effective infrastructure delivery is a critical catalyst for socio-economic development, despite the fact that its realization within Kenya's public sector is continuously hindered by the impediment of implementation. This study analyzed the key impediments to project implementation: bureaucratic inefficiencies, inadequate technical capacity, poor stakeholder management and funding inconsistencies on the delivery infrastructure projects. Anchored in Institutional Theory, Resource-Based View, Principal-Agent Theory and Financial Constraint Theory, through a descriptive and mixed-methods design. Quantitative data was collected via structured questionnaires from a stratified random sample including: procurement officers, project managers, policy makers, engineers, quantity surveyors and monitoring and evaluation specialists across key infrastructure ministries, including the Ministry of Health, Energy, ICT, Education, Water and Sanitation and Roads and Transport. Qualitative insights were obtained through semi-structured interviews with senior officials and managers and the multiple regression analysis revealed a statistically significant model, explaining the variance in infrastructure delivery. The findings demonstrated a significant positive relationship between improved bureaucratic processes and technical capacity and project delivery, and a significant negative relationship between funding inconsistencies and delivery outcomes. Qualitative analysis enriched these results, revealing that bureaucratic inefficiencies are rooted in a culture of risk aversion and siloed inter-agency coordination, while technical capacity constraints are characterized by critical expertise gaps and outdated project management systems. Although stakeholder management was not statistically significant in the regression, qualitative data identified it as a critical risk factor, with community disputes and external interference frequently causing costly delays, the study therefore concludes that these impediments form a vicious, reinforcing cycle of underperformance. Consequently, isolated solutions are insufficient and therefore the research recommends a holistic reform agenda, including policy reforms such as establishing a digital one-stop shop for approvals and adopting the Most Advantageous Tender (MAT) criterion, institutional actions like executing a strategic technical capacity-building plan and institutionalizing a mandatory stakeholder engagement framework and an adoption of practitioner best practices. Ultimately, this research provides actionable insights for breaking the cycle of inefficiency, thereby enhancing governance and supporting the attainment of national socio-economic goals as outlined in Vision 2030.enThesis