Project Management Practices and Construction Firms' Performance: A Case of Rwandan Construction Contractors
Abstract
Many construction projects in Rwanda suffer from poor planning, as project managers often overlook critical details from the project's inception to its completion. Even minor oversight can significantly impact performance. This article examined the impact of Construction Project Management Practices on firm performance, focusing on Rwandan construction contractors. Specifically, it evaluated the influence of project planning, implementation, monitoring & control, and communication on project outcomes. Using primary quantitative data collected via a survey questionnaire, the researcher applied the Snowball Sampling technique to target 140 engineers, project managers, firm owners, and staff, with 137 responses received. Data were analysed using descriptive and inferential statistics through multiple linear regression in SPSS 25.0. Findings revealed strong positive and highly significant correlations between each project management practice and performance: planning, implementation, monitoring & control, and communication all demonstrated notable effects. The overall multiple correlation was strong (R = 0.796), with the regression model showing that these four variables explained 63.4% of performance variance, leaving 36.6% attributable to other unstudied factors. Despite some correct planning, implementation often fell short of owner expectations, monitoring & control lacked adherence to timelines, and communication was sometimes inaccurate or irrelevant. These deficiencies hindered overall project success. The researcher concluded that each stage of project management substantially affects performance, especially when poorly executed. The researcher recommended that contractors’ management, project managers, and other practitioners ensure comprehensive stakeholder consultation, accurate communication, and joint planning and implementation. Furthermore, future research should investigate the remaining 36.6% of unexplained performance factors to enhance technical, financial, and schedule outcomes in Rwandan construction projects.
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Copyright (c) 2025 Jean Paul Kamali, Francois Hakorimana, Jean de Dieu Twambazimana
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