Effect of Participatory Project Management Practices on Performance of a Construction Project: A Case of Mulindi-Gasogi Road Project in Gasabo District, Rwanda

Diana Princess Iribagiza and Jean de Dieu Dushimimana
University of Kigali, Rwanda
https://orcid.org/0009-0009-5692-4521
Email: dyanahpri@gmail.com

Abstract: The construction industry in Rwanda, vital for socio-economic transformation faces challenges including budget overruns, schedule delays, and quality concerns. This study assessed the effect of participatory project management practiceson the performance of the Mulindi-Gasogi Road Project in Gasabo District, Rwanda. Specifically, it examined participatory planning, participatory implementation, and participatory monitoring and evaluation. Stakeholder Theory, Systems Theory, and Participative Leadership Theory provided the theoretical basis. A descriptive and correlational design was combined with quantitative questionnaires and qualitative interviews. A census covered the target population of 313 project managers, project staff, and community or local leaders, and 304 complete questionnaires (97.12%) were obtained. SPSS analysis showed significant positive regression coefficients for participatory planning (B = 0.309, p < 0.001), participatory implementation (B = 0.278, p < 0.001), and participatory monitoring and evaluation (B = 0.326, p < 0.001). The regression model achieved R = 0.880 and R² = 0.774, accounting for 77.4% of the observed variation in project performance. The study concluded that stakeholder participation throughout planning, implementation, and monitoring was associated with better project performance. It recommended inclusive planning processes, structured stakeholder engagement, and systematic mechanisms for incorporating monitoring feedback.