Project Strategic Operation and Project Performance of E-Mobility in Rwanda
DOI:
https://doi.org/10.53819/81018102t2254Abstract
Few studies have been undertaken in Rwanda using project drivers for project management performance. Previously, leadership, project planning, and a business-driven strategy were not emphasized as predictors of project performance. There was no special study undertaken to analyze the effect of project strategic operation on project performance of E-Mobility in Rwanda. This study determined the impact of leadership on the performance of an e-mobility project in Rwanda, investigate the impact of project planning on the performance of an e-mobility project in Rwanda, and evaluate the impact of a business-driven strategy on the performance of an e-mobility project in Rwanda. This study directed by three theoretical literature which are the innovation theory, the theory of attribution and theory of change. The targeted population was 145 people, including project managers, stakeholders, and beneficiaries involved in the implementation of Rwanda's e-mobility initiative. The Solvin formula used to calculate the sample size. When this formula is applied to the aforementioned population, the researcher obtains a sample size of 107. For this study, stratified sampling was used, which involves separating the entire population into three strata (Project Managers, Stakeholders, and Vehicle Owners in an E-Mobility Project), then randomly selecting the final subjects proportionally from each stratum. Therefore, this research employed basic random sampling, where each group had an equal probability of being selected. Documents including books and reports, as well as in-depth interviews and questionnaires, were used to compile information for this research. Questionnaires were used to gather, process, analyze, and interpret the data. There was a somewhat favorable relationship between leadership and project success (r = 0.641), with a significance level of 0.000. There is a very significant positive relationship between project planning and project success (r = 0.762, p= 0.000). There is a statistically significant positive relationship between using a business-driven strategy and the success of a project (r = 0.728, p= 0.000). The results suggest that all three independent variables are important of project strategic operation on project performance for the e-mobility project in Rwanda, with project planning having the strongest correlation with performance. Project is recommended to promote business-driven approach by considering ways to generate revenue and ensure the project is cost effective.
Keywords: Project Strategic Operation, Project Performance, E-Mobility, Rwanda
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