Influence of Project Management Practices on Performance of Projects in Rwanda

Iribagiza Alice () and PhD Dr. Joyce Kirabo ()

International Journal of Entrepreneurship and Project Management, 2024, vol. 9, issue 4, 36 - 54

Abstract: Purpose: This research aimed to assess how project management aspects, specifically project risk control, planning, and monitoring and evaluation processes, impact the performance of USAID-sponsored projects in Rwanda. The study focused on the CORE project in Rubavu District, supported by USAID and the Rwanda Governance Board. Methodology: A descriptive research design was employed, targeting 170 individuals involved in the CORE project. A sample size of 119 participants was determined using Yamane’s simplified formula, with purposive and stratified sampling methods ensuring a representative selection. Data were collected using a combination of questionnaires and an interview guide, including both closed and open-ended questions. The reliability of the instruments was ensured through test-retest and input from a university supervisor. Internal consistency was confirmed using Cronbach’s alpha, with a reliability coefficient of 0.7 or above considered acceptable. Data were analyzed using SPSS software, and inferential analysis and multiple regression were employed to determine the significance of each variable. Findings: The study achieved a 92.4% response rate, with a higher proportion of male (50.9%) and degree-holding participants (50.9%). Findings revealed that project risk management (Mean = 3.9108) had the greatest impact on project performance, followed by project planning (Mean = 3.9545) and monitoring and evaluation (Mean = 3.7369). These factors were found to significantly influence project success. Unique Contribution to Theory, Practice and Policy: The research recommends strategies to strengthen adherence to effective monitoring and evaluation processes, particularly focusing on improving risk management and planning practices to enhance project performance in USAID-sponsored initiatives.

Keywords: Project Management Practices; Project; Performance; Rwanda (search for similar items in EconPapers)
Date: 2024
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