Project Management Practices on Performance of Social Development Projects. A Case of Justice and Peace Projects, Ruhengeri Diocese (2018-2020)

Authors

  • Umuhire Gérardine University of Kigali (UoK), School of Graduate Studies, P.O Box: 2611 Kigali, Rwanda
  • Ndabananiye Gamariel University of Kigali (UoK), School of Graduate Studies, P.O Box: 2611 Kigali, Rwanda
  • Dr Dushimimana Jean de dieu University of Kigali (UoK), School of Graduate Studies, P.O Box: 2611 Kigali, Rwanda
  • Mutabazi Placide Nkumba University, School of Postgraduate Studies and Research, P.O. Box 237, Entebbe Uganda.

Keywords:

Communication, Planning, Stakeholders involvement, Monitoring and evaluation, Budgetary compliant, Project goal attainment, Quality of products, Reduction of risks

Abstract

Project management practices remain playing a significant role in worldwide social development Projects as drawing and establishing of project goals, vision and targets. This study emphases on the Project Management Practices on Performance of Social Development Projects. A case of Justice and Peace Projects, Ruhengeri diocese. The study’s population comprised of the all the employees of Justice and peace commission of Ruhengeri Diocese. 60 population was chosen as they are directly involved with the operation at Justice and peace commission in 15 parishes of Ruhengeri Diocese and thus the most conversant for the study. The target population was under 100 people, for that all employees of Justice and peace commission of Ruhengeri Diocese. The information was collected using documentation technique, questionnaire and interview while the analysis was done with the help of Statistical Package for Social Scientists (SPSS. 20). The researcher used evocative survey project design as evocative research survey design delivers an appropriate technique of gathering data in respects to the schoolwork variables on project administration practices. The study findings revealed that Project management practices had a significant positive correlation with development projects in Justice and Peace Commission in Ruhengeri Diocese.

References

. Turner, J. R. (2016). International Project Management Association global qualification,

certification and accreditation. International Journal of Project Management, 14, 1-6

. Collyer, S., & Warren, C. M. J. (2009). Project management approaches for dynamic environments. International Journal of Project Management, 27(4), 355–364. doi: 10.1016/j.ijproman.2008.04.004

. Achieng, E. (2016). Factors influencing performance of NGO projects in the urban informalsettlements, a case of Undugu Society of Kenya. Retrieved from http://erepository.uonbi.ac.ke /11295/97492

. Adeyemi, I. (2013). Effects of Project Management on the Performance of a Construction Firmin Nigeria. American International Journal of Contemporary Research, 3(6), 54-58.

. Ahadzie, D.K (2007).A Model for Predicting the Performance of Project Managers in Mass House Building Projects in Ghana, Phd Thesis, University of Wolverhampton, UK Ahadzie, D.K, Proverbs, D

. Arslan, G., & Kivrak, S. (2014). Critical Factors to company success in the construction

industry. International Journal of Human and Social Sciences, 4(8), 561-564

. Bradley, K. (2012). Understanding PRINCE2. SPOCE Project Management Limited. Poole,Doorset,

. Ika, L. A., Diallo, A., Thuillier, D. (2012). Critical Success Factors: An Empirical Investigation.International Journal of Project Management, 30 (2012) 105-116

. Kartam, N.A; Al-Daihani, T.G; and Al-Bahar, J. F. (2000) “Professional Project Management Practices In Kuwait: Issues, Difficulties and Recommendations” International Journal of Project Management. (18)281.296

. Loo, R. (2002) “Working Towards Best Practices in Project Management: A Canadian Study” International Journal of Project Management. (18)105.109

. Maylor, H., Brady, T., Cooke‐Davis, T., and Hodgson, D. (2006). “From Projectification to Programmification, International Journal of Project Management, Vol. 24 No 8., P.

. Mintzberg, H. (1994). The rise and fall of strategic planning: reconceiving roles for planning, plans, planners. Free Press.

. Gathoni, J., & Ngugi, K. (2016). Drivers of effective project performance in national governmentconstituency development funded projects in Kiambu County, Kenya.

. Gibson, E., & Gebken, R. (2003). Design quality in pre-project planning: Applications of the project definition rating index. Building Research and Information, 31(5), 346–356.

. Goodwin, R.S.C. (1993) Skill Required For Effective Project Manager, Journal of Construction Engineering and Management, ASCE 9(3)217-275

. Gregg, A. & Ana, L. (2016). A Framework for Exploring the Relationship Between ProjectManager Leadership Style and Project Success. The international journal of management. 1(1) pp 1-19,

Downloads

Published

2022-04-28

How to Cite

Umuhire Gérardine, Ndabananiye Gamariel, Dr Dushimimana Jean de dieu, & Mutabazi Placide. (2022). Project Management Practices on Performance of Social Development Projects. A Case of Justice and Peace Projects, Ruhengeri Diocese (2018-2020). International Journal of Social Sciences: Current and Future Research Trends, 13(1), 142–150. Retrieved from https://ijsscfrtjournal.isrra.org/index.php/Social_Science_Journal/article/view/1006

Issue

Section

Articles