Resources Management Practices and Project Performance in Rwanda: A Case of Skills Development Fund Project
DOI:
https://doi.org/10.53819/81018102t2167Abstract
This study examined the effect of resources management practices on project performance specifically in Skills Development Fund Project. The researcher used descriptive research design with qualitative and quantitative approaches. The target population was 1340 project beneficiaries, stakeholder and external parties and the sample size was 297 respondents calculated using Krejcie and Morgan Table. The researcher used simple random sampling techniques for selecting the sample size. Data collection tools were questionnaire and interview guide. The results of first objective indicate that project team acquisition has a significant positive effect on the performance of SDF projects in Rwanda. The respondents strongly agreed with this assertion, as reflected by the overall mean score of 4.235. The correlation analysis further supported these findings, revealing a strong relationship between project team acquisition and timely completion (r=0.933), completion with required quality (r=0.959), and completion within budgeted cost (r=0.973). The findings of second objective demonstrate a significant positive relationship between project team development and the performance of SDF projects in Rwanda. The respondents strongly agreed with this relationship, as evidenced by the overall mean score of 4.222. The correlational analysis further supported these results, revealing a strong and statistically significant relationship between project team development and timely completion (r=0.967), completion with required quality (r=0.993), and completion within budgeted cost (r=0.993). Lastly, the third objective indicate that project team management has a significant positive effect on the performance of SDF projects in Rwanda. The respondents strongly agreed with this assertion, as reflected by the overall mean score of 4.278. The correlational analysis further supported these findings, revealing a strong and statistically significant relationship between project team management and timely completion (r=0.954), completion with required quality (r=0.993), and completion within budgeted cost (r=0.993). These correlations indicate that effective project team management is associated with improved timely completion, quality, and cost control of SDF projects. Additionally, the regression results showed that project resource management accounted for 93.5% of the variability in timely completion, 99.4% of the variability in completion with required quality, and 99.4% of the variability in completion within budgeted cost. Thus, based on the descriptive, correlation, and regression results, we can conclude that project team, acquisition, development, and management have a positive and significant impact on the performance of SDF projects in Rwanda.
Keywords: Resources Management Practices, Project Performance, Skills Development Fund, Rwanda
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