Effect of Stakeholder Management Practices on the Performance of a Project. A Case Study of Gender Based Violence in Nyarugenge District, Rwanda
Rameck Gisanintwari and Jean De Dieu Dushimimana
University of Kigali
Email: rameckgisanintwari@gmail.com
Abstract: This study examined how stakeholder management affects the performance of Gender-Based Violence (GBV) projects in Nyarugenge District, Rwanda. It evaluated four phases of stakeholder engagement: planning, decision-making, implementation, and monitoring and evaluation (M&E). Guided by Stakeholder, Participatory Development, and Resource-Based theories, the research used a mixed-methods descriptive and correlational approach. Out of a target population of 296 individuals—including project staff, beneficiaries (women with disabilities), local officials, and NGO partners—a sample of 170 respondents was selected. Data was gathered via questionnaires, interviews, and document reviews, then analyzed using SPSS (for descriptive, correlation, and regression statistics) and thematic analysis. The regression analysis revealed that stakeholder engagement in planning (\ (\beta \) = 0.601, p = 0.000) and implementation (\(\beta \) = 0.379, p = 0.000) have positive, statistically significant impacts on project performance. Conversely, engagement in decision-making (\(\beta \) = 0.091) and M&E (\(\beta \) = -0.131) yielded no statistically significant effects. Correlation data confirmed that early planning and active execution share the strongest ties to successful project outcomes.The study concludes that robust stakeholder involvement during initial planning and active execution is vital for maximizing GBV intervention success. It recommends that project managers maintain strong collaboration during these key phases while actively working to improve structures for collaborative decision-making and M&E. These actions will ultimately boost accountability, intervention effectiveness, and long-term sustainability for future GBV programs in Rwanda.
