Concord® CEO Olfa Hamdi talks with leading Kenyan engineer Shammah Kiteme about how the company’s expansion into Africa will help deliver capital projects on-time and on-budget
As part of Concord’s® exciting expansion into African capital projects, Concord® CEO Olfa Hamdi recently met with Eng. Shammah Kiteme, President of the Institution of Engineers of Kenya (IEK), to discuss the future of capital projects in the burgeoning East African nation. Concord® is focused on supporting predictable, on-time, on-budget project delivery and Kenya is an ideal partner, offering a wealth of engineering talent and ambitious infrastructure plans that align perfectly with Concord’s vision. In this interview, Kiteme shares useful insights about how AWP implementation can reshape East Africa’s project landscape and open doors for local engineers to join world-class capital projects. The conversation highlighted just how ready Kenya is to embrace innovative approaches to capital project construction!
As President of the Institution of Engineers of Kenya (IEK), Eng. Shammah Kiteme leads over 12,000 engineers who are shaping Kenya’s infrastructure and capital projects landscape. With 15+ years of experience across Africa, he brings valuable perspective on project delivery, capacity building, and the future of engineering in East Africa. We spoke with him about Kenya’s engineering capabilities and the potential for implementing advanced methodologies like Advanced Work Packaging (AWP).
OLFA HAMDI: How is the Institution of Engineers of Kenya supporting the delivery of major infrastructure projects?
SHAMMAH KITEME: The IEK is at the center of all major infrastructure projects in Kenya. We focus on equipping our 12,000 members with relevant skills through capacity building and certifications. We advocate for high standards and local content in projects, while developing an infrastructure report card that evaluates facilities across all sectors — water, airports, roads, and railways. We’re witnessing an exciting transformation in Kenya’s infrastructure space.
OH: Kenya has ambitious energy projects planned, including nuclear power. What role do your members play in this sector?
SK: Our members are deeply involved in Kenya’s energy sector, including our green energy. We participate in projects from feasibility through operations — whether in nuclear, with a plant planned by 2034, or in hydro, geothermal, wind, and solar. The complete lifecycle of energy infrastructure involves our engineers at every stage.
OH: Advanced Work Packaging (AWP) is gaining momentum globally. Is this something the Institution is exploring?
SK: Absolutely. We’re very focused on future-proofing our engineers’ careers through capacity building. Many engineers are technically excellent but struggle with project management. This creates a very fertile ground for implementing practices like Advanced Work Packaging that can improve infrastructure and capital project delivery. We’re systematically equipping our engineers with project management skills and relevant certifications to address this gap and make our talent more attractive and competitive.
OH: What advantages does Kenya offer for companies looking to establish Engineering Value Centers (EVCs) in Africa?
SK: Kenya has a well-educated workforce with a large pool of competent, experienced engineers. The profession is well-regulated, giving investors confidence. Our engineers can execute complex project management tasks, and many are certified in methodologies like PMP and PRINCE2, and very soon AWP. As a democratic country with liberal capital markets, Kenya offers a stable environment for engineering operations. The current underemployment of qualified engineers also means there’s available talent ready to contribute.
AWP and Predictability Thinking® will be essential to improve project outcomes, moving from reactive measures to proactive, constraint-based planning.
OH: What factors contribute to successful project delivery in your experience?
SK: Sound project management that balances all elements is crucial — financing, execution, design, and supervision. Recently, we completed an expressway connecting Jomo Kenyatta International Airport through Nairobi that transformed transportation by eliminating crippling traffic delays. It was delivered ahead of schedule through proper planning and execution. Beyond the traditional criteria of time and budget, successful projects require thorough stakeholder management, effective procurement, and experienced contractors who can implement the vision.
OH: How do you see construction project delivery evolving in Kenya over the next five years?
SK: We’re seeing a growing appetite for mega projects, exemplified by the recently secured Nairobi-Mombasa expressway contract with an American company. Project management will evolve to meet these demands through multidisciplinary teams, as failure costs are increasingly high. Advanced Work Packaging and Predictability Thinking® will be essential to improve project outcomes, moving from reactive measures to proactive, constraint-based planning. I foresee AI playing a major role in infrastructure projects, alongside growing emphasis on ESG and sustainability considerations. Implementing global best practices that focus on field execution planning and constraint management will be crucial as competition for financial resources intensifies, making efficiency in delivery a key priority. With greater public scrutiny ensuring accountability, we need forward-looking indicators rather than traditional lagging measures to ensure project success. Kenya is positioned to become a hub for engineering excellence in Africa, and we’re eager to embrace these innovative project delivery methodologies as we continue developing our infrastructure capabilities.
