Project Management Practices and Performance of an Agricultural Project: A Case of Value Chain Development Project in Gakenke District, Rwanda
Wellars Benimana & Jean de Dieu Dushimimana
University of Kigali
ORCID: https://orcid.org/0009-0007-6718-2880
Email: benwell500@gmail.com
Abstract: This study investigated the effect of project management practices on the performance of agricultural projects in Rwanda, with a focus on the Value Chain Development Project in Gakenke District. A descriptive and correlational research design was employed to capture both current practices and the relationships between variables. The target population comprised 1,035 individuals, including 1,065 project beneficiaries, project staff, and local leaders. Using Slovin’s formula, a sample size of 291 respondents was determined. Stratified sampling ensured representation across groups, while purposive sampling identified individuals with specific characteristics relevant to the study. Data collection methods included questionnaires, interviews, and documentation analysis. Quantitative data were analyzed using descriptive and inferential statistics, including correlation and regression analysis, conducted through SPSS software. Regarding the individual predictors, one-unit increase in Project Planning (β = 0.256, t= 3.942, p = 0.000<0.05) is associated with a 0.256 increase in project performance. Similarly, one-unit increase in project implementation (β = 0.205, t=3.685, p = 0.000<0.05) leads to a 0.205 increase in project performance. Additionally, one-unit increase in Participatory risk management (β = 0.233, t=4.571, p = 0.000<0.05) results in a 0.233 increase in project performance. one-unit increase in Project monitoring and evaluation (β = 0.214, t= 5.189, p = 0.000<0.05) is associated with a 0.214 increase in project performance. All predictors show statistically significant effects on performance, with p-values less than 0.05. This indicates strong evidence that project planning, project implementation, project risk management, and project monitoring and evaluation each have a significant positive effect on the performance of the Value Chain Development Project in Gakenke District. Value Chain Development Project management team should focus on improving transparency in resource allocation.
