Abstract: This study assessed the effect of project risk management practices on the performance of community projects supported by Spark Microgrants in Kinyababa Sector, Burera District, Rwanda. The inquiry focused on risk identification, risk analysis, risk response planning and risk monitoring as the four explanatory practices. Risk Management Theory, Structural Contingency Theory and Systems Theory provided the theoretical foundation. A descriptive and correlational research design was applied with a quantitative approach. The target population comprised 1,244 Spark Microgrants staff, FCAP committee members, local leaders, community-based facilitators and community members, from which a planned sample of 350 participants was selected using simple random and purposive sampling procedures. Data were processed in SPSS. The findings established positive and statistically significant effects for risk identification (B = 0.445, β = 0.343, t = 8.558, p = 0.000), risk analysis (B = 0.134, β = 0.142, t = 2.913, p = 0.004), risk response planning (B = 0.186, β = 0.198, t = 3.263, p = 0.001) and risk monitoring (B = 0.270, β = 0.275, t = 5.000, p = 0.000). The overall model recorded R = 0.833 and R² = 0.695, indicating that the four practices jointly explained 69.5% of the variation in community-project performance. The study concluded that stronger project performance was associated with systematic identification of uncertainty, disciplined analysis, actionable response planning and continuous monitoring. It recommended institutionalising updated risk registers, clearly assigned response responsibilities and routine evidence-based monitoring throughout the Spark Microgrants project cycle.