Effect of Project Planning Practices on the Performance of Government Hydropower Project in Rwanda: A Case of Nyabarongo II Hydropower Plant Project

Bisabo Chance and Afolabi Luqman
University of Kigali
https://orcid.org/0009-0008-5590-4767
Email: chancebisabo@gmail.com

Abstract: Despite Rwanda’s strong policy commitment to infrastructure-led development and its regional reputation for disciplined public investment governance, government-backed projects consistently face implementation and operational challenges that are traceable to fragmented upstream planning practices. This study examined the effect of project planning practices on the performance of the Nyabarongo II Hydropower Plant Project in Rwanda. Despite national infrastructure investments, hydropower projects face delays and cost overruns linked to planning deficits. Anchored in Project Management and Systems Theories, a descriptive-explanatory quantitative design was employed. Using Yamane’s formula, 176 participants were sampled from a population of 314, achieving a 96.3% response rate (n = 170). Data were collected using structured questionnaires. The instrument demonstrated high reliability, with Cronbach’s alpha values ranging from 0.829 to 0.947. Quantitative data were analyzed using SPSS v27 through descriptive statistics, Pearson correlation, and multiple regression. Results indicated that scope planning (β = .755, p < .001), time planning (β = .132, p = .020), and risk planning (β = .152, p = .011) significantly and positively influenced project performance. However, cost planning was insignificant in the combined model (β = −.083, p = .055). The integrated model explained 84.8% of the variance in project performance (R² = .848, F = 229.343, p < .001). The study concludes that integrated scope, time, and risk planning are critical for government hydropower success. It recommends strengthening scope validation, realistic scheduling, and proactive risk registers, while integrating cost planning with other dimensions.