Determinants of Project Management Effectiveness and Performance on Public Projects in Rwanda: A Case of Three Stones International Rwanda


  • Dusabirane Pierre Mount Kenya University
  • Gitahi Njenga, PhD Mount Kenya University



The purpose of this research is to examine is to investigate the determinants of project management effectiveness and performance on public projects in Rwanda a case of Three Stones International Rwanda. More specifically, the study is motivated by the following particular objectives:  To determine the effects of project finance on performance of Three Stones International Rwanda's projects, To explore the effects of beneficiary involvement on the performance of Three Stones International Rwanda, the effects of monitoring and evaluation on the performance of Three Stones International Rwanda and to  assess the influence of Project leadership on project performance of Three Stones International Rwanda. This research will help the Rwandan government, to better comprehend the significance of efficient project management on the success of public projects in Rwanda, in particular planners and decision-makers involved in capacity building. Because it inspires them to conduct research on related subjects, this study will be beneficial to other researchers. The researcher employed a descriptive research design, with a sample size of 213 and a target population of 459, in order to achieve on research objectives, the primary data was obtained using questionnaires and an examination of the supporting documentation was utilized to gather the secondary data. The acquired data was analyzed using regression, correlation, and mean calculations in SPSS version 21. Tables was utilized to illustrate the findings, and a pilot study was conducted to evaluate the validity and dependability of the instruments used to gather the data. After collecting and analyzing data the following responses were obtained. The Pearson coefficient correlation showed that there is strongly positive correlation of 852 (r=0.852) between beneficiary involvement and public project performance. The study concluded that project managers emphasize on the availability of project finance, beneficiary’ involvement, monitoring and evaluation and project leadership to boost public project performance. The study recommended that the project managers should focus highly on the effective utilization of allocated resources to avoid any misuse of financial resources.

Keywords: Project Management, project management effectiveness, Performance of public project

Author Biographies

Dusabirane Pierre , Mount Kenya University

Masters Student

Gitahi Njenga, PhD, Mount Kenya University

Senior Lecturer


Andhoga D. (2016). Project management and its effects on project success: Cross-country and cross-industry comparisons. International Journal of Project Management, 33(7), 1509–1522.

Atkinson, H., Waterhouse,J., & Wells, R. (2017). Performance measures on two-lane highways: Survey of practice. Research in Transportation Economics, July 2017, 1–7.

Bajpai, M. (2011). Project Management. Connexions, Rice University

Billows, A. (2015). Critical factors impacting the performance of mega-projects. Engineering, Construction and Architectural Management, 24(6), 920–934.

Cooper, W., Schindler, J. (2014). NGO Project Managers' Perception of the Performance of Development Projects: Empirical Evidence from Sub-Saharan Africa. Journal of African Business, 9(1), 191-217.

Diallo, K., and Thuillier, R. S. (2014). Training and performance: The mediating role of organizational learning. BRQ Business Research Quarterly, 17(3), 161–173.

Freeman, V. S. (2015). Strategies for Enhancing Project Performance. Journal of Management in Engineering, 31(6), 04015013.

Frimpong, J. (2013). How to assess stakeholders’ in fluence in project management ? A project based on the Analytic Network Process. International Journal of Project Management, 35(3), 451–462.

Hair, U., Wolfinbarger,Y., Money,K., Samouel,N., Page,, M. (2013). The performance of donor-funded projects in Malawi, Volume 4 Mediterranean Journal of Social Science, and ISSN 2039-9340 pp705-714.

Harvey,I., and Reed, B. (2018). Impact of integration management on construction project management performance. International Journal of Project Management, 35(8), 1639–1654.

Ika, R. (2014). Performance Indicators for enhancing Governance of Projects. Procedia - Social and Behavioral Sciences, 119, 55–64.

Jugdev,O., & Muller, E. (2015). The Effects of Cooperative Activities with Competitors on the Performances of Innovation and Management. Proceedings of the 2017 IEEE IEEM, 166–170.

Kerzner, H. (2013). Project Management: A Systems Approach to Planning, Scheduling, and Controlling, pp.4-7

KPMG, J. (2013). Project Management Performance Assessment in the NonProfit Sector. Project Management Research and Practice, 5(2018), 1–20.

Moyo, M. (2015). Managerial skills shortages and the impending effects of organizational characteristics. Personnel Review, 46(8), 1689– 1716.

Mrema, V., Baker, R., & Kahan, H. (2016). Measuring Project Management Information Systems Success. Paper at the 18th European Conference on Information Systems, June 6–9 2010, Pretoria, South Africa

Msafiri, C. (2015). Critical success factors influencing the performance of development projects : An empirical study of Constituency Development Fund projects in Kenya. IIMB Management Review, 29(4), 276–293.

Mugenda, A. (2018). Stakeholder engagement in community development projects: an analysis of the quadripartite model of the International Centre for Enterprise and Sustainable Development (ICED) in Ghana. Community development, 44(1), 38-54.

Oj, B. (2015). Measuring Project Management Performance: Case of Construction Industry. Engineering Management Journal, 29(4), 258–277.

Osedo, F. (2015). Footnotes to research on management innovation. Organization Studies, 35(9), 1265–1285. International Journal of Academic Research in Business and Social Sciences Vol. 1 1 , No. 8, 2021, E-ISSN: 2222-6990 © 2021 HRMARS 638

Pinto,H., and Mantel, A. (2018). Project complexity and team-level absorptive capacity as drivers of project management performance. International Journal of Project Management, 36(6), 876–888.

Project Management Institute,(2018). Measuring Project Performance in Consideration of Optimal Best Management Practices for Building Construction in South Korea. Journal of Civil Engineering (2018), 22(5), 1614–1615.

Project Management Institute. (2015). A guide to the project management body of knowledge, 5th ed., Newtown Square, PA: Project Management Institute, Inc. Publishing, Inc. ISBN 1-932159-48-

Sauser,L., Reilly, U., & Shenhar, L. (2017). Defining and Measuring Project Performance. Research Management, 22(1), 17–22.

Sauser,O., Reilly,R., & Shenhar, W. (2015). Identification of coordination factors affecting building projects performance. Alexandria Engineering Journal, 55(3), 2689–2698.

Sekaran, J., Bougie, R. (2016). Strategizing for anticipated risks and turbulence in large-scale engineering projects. International Journal of Project Management. 19, 445–455.

Serrado.,Y & Turner, M. (2014). Effect of training and development on employee’s productitiy among academic staff of kano state polytechnic ,Nigeria. Asian People Journal (APJ), 1(2), 264–286

Shrenash,O., Pimplikar,U., & Sawant, B. (2013). Contribution of project managers’ capability to project ending performance under stressful conditions. European Management Journal.

World Bank. (2015). The use of maturity models in improving project management performance. International Journal of Managing Projects in Business, 7(2), 231–246.




How to Cite

Pierre , D., & Njenga, G. (2023). Determinants of Project Management Effectiveness and Performance on Public Projects in Rwanda: A Case of Three Stones International Rwanda. Journal of Entrepreneurship & Project Management, 7(4), 48–73.




Most read articles by the same author(s)

1 2 > >>