Abstract: This study assessed the effect of project risk management on the performance of construction projects, with specific reference to the Ituze Village Project in Kicukiro District, Rwanda. It examined the effects of project risk identification, project risk analysis, and project risk monitoring and control on project performance. The study integrated descriptive and correlational research designs and was guided by the Theory of Change, Agency Theory, and Systems Theory. The target population comprised 151 personnel from Imara Properties involved in implementing the project, including project managers, site engineers, site supervisors, contractors, and procurement officers, and a census approach was adopted. Data were collected using structured questionnaires, interviews, and document review, and analysed using SPSS version 29 through descriptive statistics, Pearson correlation, and multiple linear regression. From 143 usable responses, regression results showed that project risk identification (B = 0.207, t = 2.326, p = 0.021), project risk analysis (B = 0.465, t = 6.643, p < 0.05), and project risk monitoring and control (B = 0.318, t = 3.180, p = 0.002) each had a positive and statistically significant effect on performance. The study concluded that consistent risk management strengthens schedule adherence, cost discipline, work quality, and stakeholder satisfaction, and recommended institutionalising a coordinated risk register, formal risk analysis, and routine control reviews.

Abstract: This study examined the contribution of stakeholders’ needs identification to the performance of high school kitchen construction projects in Kirehe District, Rwanda, with a focus on timeliness, cost efficiency, and construction quality. A mixed-methods cross-sectional design was adopted, incorporating quantitative data from structured questionnaires administered to project managers, contractors, school representatives, and qualitative insights from key informant interviews. Quantitative data were analysed using correlation and regression techniques, with significance set at p < 0.01. Findings revealed strong positive correlations between stakeholder management dimensions and project performance. Stakeholder needs identification showed the strongest association (r = 0.962), followed by communication (r = 0.950), participation (r = 0.942), and conflict management (r = 0.892). Regression results indicated that stakeholder needs identification alone explained 92.6% of the variance in project performance, highlighting its central role in ensuring successful outcomes. Schools that actively engaged stakeholders achieved higher project completion rates, improved construction quality, and greater satisfaction among stakeholders. The study concludes that effective stakeholder needs identification significantly enhances the performance of high school kitchen construction projects in Kirehe District. It is recommended that institutionalizing structured stakeholder needs identification from the planning phase, supported by clear mechanisms for capturing, communicating, and integrating stakeholder expectations to strengthen participation, trust, and overall project success.

Abstract: The study examined the effect of contract management on operational performance of the road construction sector in Uganda, a case of the Uganda National Roads Authority (UNRA) paying attention to three objectives: to examine the effect of contract administration; relationship management and contract monitoring on operational performance of UNRA. A cross sectional research design was used on a sample of 108 participants from whom questionnaires were used to collect data. SPSS (version 25) was adopted to process data while analysis was done through descriptive and inferential statistics. Findings revealed that all tenets of contract management studied are positively related to operational performance (contract administration: r = 0.53; p < 0.01, relationship management: r = 0.644; p < 0.01 and contract monitoring: r = 0.469; p <0.01). Results revealed that contract management explains 41.3% of the variation in operational performance of UNRA and that contract administration, relationship management and contract monitoring have a positive effect on operational performance with net contributions of 42%, 34.7% and 24.6% respectively. The researchers conclude that contract management positively predicts operational performance. The researchers recommend that the authorities at UNRA should pay keen attention to all dimensions of contract management adopted in the study since they all positively relate with and equally positively influence operational performance of the organization. By doing so, any occurrences that would jeopardize smooth flow of activities and works will be eliminated, hence harnessing operational efficiency.