Abstract: Project planning practices remain a critical determinant of project success in Rwanda, particularly in sectors such as energy, infrastructure, and public development programs where efficient delivery is essential for national growth. Despite the government’s strong emphasis on results-based management and strategic planning frameworks, many projects continue to experience challenges related. The general objective of this study is to examine the influence of project planning practices on project success in Rwanda with reference to Ntaruka hydro power plant project in Nyaruguru district in Rwanda. A descriptive and correlational research design with a quantitative approach was used. The target population consisted of 279 project stakeholders, from which universal sampling was applied. Data were collected using structured questionnaires and documentation and analyzed using descriptive statistics. Quantitative data were analyzed using the Statistical Package for the Social Sciences (SPSS) version 29.0 to perform descriptive analysis, Pearson correlation, and multiple linear regression. The results showed significant positive effects of project resource planning (β = 0.159, t = 4.297, p < 0.05), project risk mitigation planning (β = 0.472, t = 10.977, p < 0.05), stakeholder planning (β = 0.189, t = 5.250, p < 0.05), and monitoring and evaluation planning (β = 0.142, t = 3.087, p = 0.002) on project success at Ntaruka hydro power plant project in Nyaruguru district. The study concluded that coordinated planning across resources, risks, stakeholders, and monitoring arrangements strengthened project success. It is recommended that project management sustain integrated planning reviews and act promptly on emerging implementation evidence.

Abstract: This study examines the effect of strategic planning practices on project success, with a particular emphasis on the Rwanda Green Investment Facility (RGIF) project in Gasabo District, Rwanda. The population comprised 291 stakeholders, including project managers, technical staff, government officials, private investors, and beneficiaries. Using a stratified random sampling technique, a sample of 169 respondents was selected. The study was guided by three theoretical frameworks: Goal-Setting Theory, Resource-Based View (RBV) Theory and Systems Theory. Employing a descriptive and correlational research design, data were collected through structured questionnaires, interviews, and document reviews, then analyzed via SPSS version 25. The results revealed strong positive correlations between strategic planning variables and project success (ranging from 0.665 to 0.771, p < 0.01). Regression analysis indicated that needs analysis, goal setting, resource allocation, and monitoring and evaluation significantly predict project success, with an R-squared of 81.7%. The hypotheses testing confirmed that all planning practices have a statistically significant impact (p < 0.05). Overall, findings demonstrated that effective strategic planning enhances project efficiency, stakeholder engagement, and sustainability. The study concludes that integrating comprehensive planning practices is vital for project success, recommending continuous stakeholder involvement, regular review of goals, efficient resource management, and robust M&E systems. These insights provide practical guidance for policymakers, project managers, and development partners aiming to optimize green investment initiatives in Rwanda and similar perspectives.

Abstract: The study assessed the effect of leadership practices on the success of engineering projects, using the Gihira Water Treatment Plant Upgrade Project in Rubavu District, Rwanda, as the case study. Four leadership dimensions were examined: transformational leadership style, communication practices, conflict resolution strategies, and negotiation practices. A descriptive-correlational design was applied within a mixed-methods study, while the manuscript reports the quantitative strand. The target population comprised 2,147 project stakeholders and a sample of 326 was determined using the Krejcie and Morgan formula. The instrument attained a Content Validity Index of 0.895 and an overall Cronbach’s Alpha of 0.862 for 34 measurement items. The regression model explained 82.6% of the variation in project success (R = 0.909, R² = 0.826, adjusted R² = 0.824). Transformational leadership had a positive significant effect (B = 0.243, t = 7.839, p = 0.000), communication practices produced the strongest effect (B = 0.457, t = 11.718, p = 0.000), conflict resolution strategies were significant (B = 0.140, t = 4.375, p = 0.000), and negotiation practices also contributed significantly (B = 0.127, t = 3.098, p = 0.002). The study concluded that engineering project success depends not only on technical execution but also on leadership that sustains a shared direction, reliable information flows, constructive disputemanagement, and fair stakeholder agreements. It recommends systematic leadership development, stronger project communication systems, formal conflict-resolution mechanisms, and integrative negotiation procedures in major public infrastructure projects.

Abstract: This study examined the effect of project management practices on the success of sports infrastructure projects, using the Zaria Court Project in Kigali City, Rwanda as a case study. A descriptive and correlational research design was used to describe project management practices and test their relationship with project success. Data was collected using questionnaires, interview guides, and documentation review. Quantitative data were analyzed using SPSS Version 29, where frequencies, percentages, means, and standard deviations were used for descriptive analysis, while Pearson corre-lation and multiple regression analysis was used for inferential analysis at a 0.05 significance level. Qualitative data frominterviews were analyzed using thematic analysis to support and explain the quantitative findings. The multiple regression analysis revealed that project planning practices (B = 0.410, t = 5.775, p = 0.000), resource management practices (B = 0.197, t = 3.127, p = 0.002), risk management practices (B = 0.136, t = 2.194, p = 0.031), and monitoring and evaluation practices (B = 0.280, t = 4.118, p = 0.000) all have a positive and statistically significant effect on the success of the Zaria Court Project. Consequently, the study concluded that the triumphant completion of this sports infrastructure is the direct consequence of seamlessly integrating these four disciplined management frameworks to avoid common industry failures. Based on these outcomes, it is recommended that the Ministry of Sports strictly mandate the utilization of advanced digital scheduling software to handle complex multi-contractor workflows efficiently and prevent initial mobilization delays at the project site.

Abstract: Urban infrastructure delivery in developing economies continues to struggle with schedule slippage, cost escalation, and uneven use of available resources. This study examined how project resource management practices shape the success of the Rwanda Urban Development Project II (RUDP II) in Kigali, with attention to the human, financial, material, and technological dimensions of resource management. Guided by the resource based view, human capital theory, systems theory, and contingency theory, the study adopted a mixed methods design that combined descriptive and correlational approaches. A census of 214 project personnel, including project managers, engineers, procurement officers, finance staff, and information and communication technology specialists, took part through structured questionnaires and key informant interviews. Quantitative data were analysed in SPSS using descriptive statistics, Pearson correlation, and multiple linear regression, while interview material was analysed thematically. Respondents reported a high perceived level of project success (overall mean 4.72 on a five point scale). All four resource dimensions correlated positively and significantly with project success: technological (r = 0.847), human (r = 0.841), material (r = 0.841), and financial (r = 0.723) resource management, each significant at the one percent level. The regression model explained about 79 percent of the variance in project success (R² = 0.792; F = 199.141, p < 0.001). Technological resource management was the strongest predictor (β = 0.301), followed by human (β = 0.274), material (β = 0.264), and financial (β = 0.117) resource management. The findings indicate that project success in RUDP II rests less on any single resource and more on the coordinated management of all four. The study recommends sustained investment in project technologies, continuous staff development, stronger financial and procurement systems, and an integrated approach to resource planning.

Abstract: This study examined the influence of project management practices on the successful completion of the Digital Skills for Employability (DES) Project implemented by Digital Opportunity Trust (DOT) Rwanda. Despite Rwanda’s ambitious digital transformation agenda and substantial donor investment in youth-employability programs, many similar interventions continue to face delays, budget overruns, and incomplete achievement of objectives because of weak planning, inadequate feasibility assessment, poor risk management, and limited monitoring and evaluation. The study was guided by four objectives: to assess the influence of project planning, feasibility study, risk management practices, and monitoring and evaluation on the successful completion of the DES Project. A descriptive and correlational research design was adopted, combining quantitative and qualitative approaches. From a target population of 3,967 project personnel and beneficiaries, a sample of 364 respondents was determined using Slovin’s formula and selected through stratified random sampling, complemented by interviews with 12 purposively selected key informants. A total of 342 questionnaires were returned, representing a 93.9% response rate. Data were analysed using descriptive statistics, Pearson correlation, and multiple linear regression in SPSS. The findings showed that project planning, feasibility study, risk management practices, and monitoring and evaluation, each had a positive and statistically significant effect on project success.. Qualitative findings indicated that, despite strong internal management systems, communication gaps and limited technical capacity continued to constrain full project effectiveness. The study concludes that integrated project management practices significantly enhance the successful completion of digital-skills interventions and recommends strengthening participatory planning, continuous feasibility review, proactive risk communication, and real-time monitoring and evaluation systems.

Abstract: This study investigated the influence of digital project management tools on project success among youth agritech startups supported by the AYuTe Challenge in Kayonza District, Rwanda. The target population comprised 563 eligible AYuTe-supported entrepreneurs and programme stakeholders, from whom 234 respondents were selected through stratified and simple random sampling. Questionnaires were completed by 215 respondents, giving a 91.9% response rate, while four key-informant interviews provided contextual explanations and triangulation. Quantitative data were analysed in SPSS version 29 using descriptive statistics, Pearson correlation, multiple regression, and hypothesis testing at the 0.05level; interview notes were organised thematically and integrated with the quantitative findings. The regression model was statistically significant, R² = 0.838 and adjusted R² = 0.835. Digital planning tools were a significant positive predictor of perceived project success (B = 0.098, β = 0.117, t = 2.800, p = 0.005). Digital communication tools (B = 0.253, β = 0.303, t = 7.028, p < 0.001), digital budgeting tools (B = 0.248, β = 0.298, t = 6.526, p < 0.001), and digital monitoring and reporting tools (B = 0.274, β = 0.328, t = 7.829, p < 0.001) were also significant positive predictors. The study concluded that greater reported use of the four digital tool dimensions was significantly associated with higher perceived project success, with monitoring and reporting showing the strongest unique association. The study recommended a standardised programme dashboard, an official shared communication workspace, standardised budget and variance templates, and targeted planning support for AYuTe-supported startups.

Abstract: The purpose of this study was to evaluate the effect of Public-Private Partnership initiatives on project success, focusing on the ConnectRwanda 2.0 Project in Nyarugenge District. The study was grounded in Stakeholder Theory, Agency Theory, Resource-Based View and Institutional Theory. A descriptive and correlational research design was employed, from a population 457 stakeholders. The sample size was determined using the Krejcie and Morgan table, and 213 participants were selected through stratified and simple random sampling techniques. Data analysis was performed using SPSS Version 29 to generate descriptive and inferential statistics including multiple regression analysis. The findings showed that contractual governance had a significant positive effect on project success (B = 0.451, t = 9.204, p = 0.000); financing structure had a significant positive effect (B = 0.269, t = 7.079, p = 0.000); technical expertise had a significant positive effect (B = 0.136, t = 4.533, p = 0.000); and regulatory framework had a significant positive effect (B = 0.149, t = 3.041, p = 0.003). The regression model explained 89.7% of the variation in project success (R² = 0.897), while the overall model was statistically significant (F = 423.824, p = 0.000). The study concluded that contractual governance, financing structure, technical expertise, and regulatory framework all contribute to the success of ConnectRwanda 2.0 Project in Nyarugenge District. The study recommends strengthening contractual accountability, financing safeguards, technical capacity, and streamlined regulatory compliance to sustain project outcomes.

Abstract: This study examined the effect of stakeholder involvement in project planning on the success of the Rwanda Charity Eye Hospital construction project. Specifically, the study assessed how stakeholder involvement in project planning contributes to successful construction project outcomes. The study adopted a quantitative approach using descriptive and correlational research designs. The study targeted 147 respondents, with 119 valid questionnaire responses used for quantitative analysis. Data were collected using structured questionnaires and analyzed using SPSS. Descriptive statistics, Pearson correlation, andsimple linear regression were used for data analysis. The findings revealed a strong positive and statistically significant relationship between stakeholder involvement in project planning and project success (r = 0.847, p = 0.000). Regression analysis further showed that stakeholder involvement in project planning significantly predicted project success, explaining 71.7% of the variation in project success (R² = 0.717). The regression coefficient indicated a positive and statistically significant effect of stakeholder involvement in project planning on project success (β = 0.847, p = 0.000). The study concluded that effective stakeholder involvement in defining project objectives and priorities, identifying project requirements, improving project designs and plans, and identifying potential project risks contributes to successful construction project outcomes. The study recommends strengthening stakeholder participation throughout the planning process, particularly in objective setting, requirement identification, design review, and risk identification, to enhance the successful implementation of construction projects.

Abstract: This study examined the effect of stakeholder management on the success of the Kepler E-Learning Project in Gasabo District, Rwanda. The study targeted 2,484 stakeholders, from whom 243 respondents were selected using appropriate sampling techniques. A descriptive-correlational mixed-methods design was adopted. Data were collected using structured questionnaires, semi-structured interviews, and documentary review. Quantitative data were analyzed using descriptive statistics, Pearson correlation, and multiple regression analysis in SPSS, while qualitative data were analyzed thematically.Findings showed that stakeholder participation and communication were positively perceived, each recording an aggregate mean of 4.13, while project success recorded an overall mean of 4.05. Pearson correlation results indicated significant positive relationships between project success and stakeholder participation (r = 0.512), communication (r = 0.581), conflict resolution (r = 0.548), and monitoring (r = 0.623), all at p < 0.001. Stakeholder monitoring was the strongest correlate of project success. Multiple regression analysis showed that the four stakeholder management practices jointly explained 46.8% of the variation in project success (R² = 0.468; adjusted R² = 0.459), with all four practices having significant positive effects. However, sustainability of the platform beyond donor funding received the lowest mean score of 3.87. The study recommends strengthening continuous stakeholder monitoring and feedback mechanisms, inclusive communication and participation, effective conflict-resolution mechanisms, and strategies for institutional ownership and financial sustainability beyond external donor support. The findings provide useful evidence for improving the performance and sustainability of e-learning projects in Rwanda.