EFFECT OF PROJECT TEAM MANAGEMENT PRACTICES ON PERFORMANCE OF DEVELOPMENT PROJECTS IN RWANDA: A CASE OF RWANDA SOCIAL SECURITY BOARD LOW COST HOUSING PROJECT
Journal Title: European Journal of Business and Social Sciences - Year 2017, Vol 6, Issue 1
Abstract
This study sought to assess the effect of project team management practices on project performance in Rwanda by taking a case study of Rwanda Social Security Board low cost housing projects. The objectives were; to examine the effect of project team organization on performance, to establish the effect of project team training and development on performance, and lastly, to assess the role of rewards and recognition on project performance. A case study research design was used to collect both quantitative and qualitative data. A sample size of 67 was used out of which 57 respondents completed and returned the questionnaires indicating a response rate of 85%. To test the reliability of the data collection instrument, a Cronbach’s coefficient α test was applied and produced a value of 0.6, which is a sufficient prove that the data collection instrument was consistent. The data was carefully organized, coded then analyzed using Statistical Package for Social Science (SPSS version 23) to generate descriptive statistics in form of report tables showing frequencies and percentages, mean and standard deviation where necessary. The statistics on each Table were analyzed linking them with the specific objectives and correlation Tables generated in order to establish the relationship between associated variables under this study. The findings established that the project team management practices consisting of project team organization, team development and, rewards and recognition have improved on the performance of RSSB low cost housing projects. As evidenced in Tables 5, 8 and 11, project team organization contributed to 93.4%, project team development 96.5%, while rewards and recognition contributed 95.8% improvement on RSSB low cost housing projects. In general, these results therefore revealed that the independent variables under the study have a strong positive correlation to the dependent variable hence further enhancing these variables would lead to nearly a 100% improvement on project performance.
Authors and Affiliations
Cosmas Mutinda Muindi| Jomo Kenyatta University of Agriculture and Technology, Kigali, Rwanda, Dr. Julius Warren Kule| Jomo Kenyatta University of Agriculture and Technology, Kigali, Rwanda, Irechukwu Eugenia Nkechi| Jomo Kenyatta University of Agriculture and Technology, Kigali, Rwanda
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- EP ID EP10884
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