Effect of Risk Management Practices on Performance of Digital Transformation Projects: A Case of Network Modernization Project at MTN Rwanda

Djamali Sibomana and Sam Bazimya
University of Kigali
https://orcid.org/0009-0007-2524-1459
Email: Sibomana.djamali@gmail.com

Abstract: The general objective of this study was to assess the effect of risk management practices on the performance of digital transformation projects in Rwanda, with specific reference to the Network Modernization Project at MTN Rwanda. Data analysis was conducted using Statistical Package for Social Sciences (SPSS) version 29 to generate descriptive and inferential statistics. The findings showed that the R-squared value of 0.772 denotes that approximately 77.2% of the variation in project performance can be explained by the three risk management practices. The Durbin-Watson statistic of 1.692 suggests no significant autocorrelation in the residuals. The overall model significance is confirmed, as the significance level is below 0.05. The unstandardized coefficient for the constant is 0.182, representing the baseline level of project performance when all predictor variables are zero. Risk identification has a coefficient of 0.201, indicating that a one-unit increase in risk identification leads to a 0.201-unit increase in project performance (beta = 0.217, t = 3.865, p = 0.000). Risk analysis has a coefficient of 0.548, suggesting that a one-unit increase enhances project performance by 0.548 units (beta = 0.522, t = 10.340, p = 0.000). Risk monitoring and control has a coefficient of 0.220, indicating that a one-unit improvement increases project performance by 0.220 units (beta = 0.255, t = 4.074, p = 0.000). The study recommended that the MTN Rwanda management link risk management performance metrics directly to overall evaluations.