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: The study examined the effect of project resource management practices on the performance of the sanitation facilities construction project in Nyabiheke Refugee Camp, Rwanda. Specifically, it assessed project resources planning, resources utilization and assigning tasks, and project resources monitoring and evaluation against performance. The study was guided by the Resource-Based View Theory, Project Management Theory, and Systems Theory, explaining how planning, utilization, coordination, monitoring, and control of resources influence performance. A descriptive and correlational research design guided the quantitative strand, and questionnaires provided data from 96 respondents involved in implementation. The Statistical Package for Social Sciences (SPSS) supported descriptive statistics, Pearson correlation and multiple regression analysis. Correlation results showed positive relationships between project performance and resources planning (r = 0.940, p = 0.000), resources utilization (r = 0.930, p = 0.000), and project resources monitoring and evaluation (r = 0.810, p = 0.000). The regression model was statistically significant (R = 0.965, R² = 0.932, F = 418.175, p = 0.000). Project resources planning produced the strongest significant effect (B = 0.557, β = 0.535, p = 0.000), followed by resources utilization (B = 0.342, β = 0.412, p = 0.000), while monitoring and evaluation had a positive but statistically insignificant effect (B = 0.057, β = 0.056, p = 0.280). The study concluded that systematic planning and efficient utilisation are central to performance and recommended early planning, competency-based task allocation, improved material handling and storage, and closer integration of monitoring information into implementation decisions.

Abstract: The study assessed the effect of project planning practices on project implementation success of Ecofleet Transport System in Nyarugenge District, Rwanda. Resource planning, schedule planning, communication planning, and risk management planning were examined as predictors of project implementation success. Resource-Based View Theory, Theory of Change, Communication Theory, and Risk Management Theory guided the study. Descriptive and correlational research designs were adopted using quantitative and qualitative approaches. The target population comprised 308 respondents, from whom 174 were selected through proportionate stratified and simple random sampling; 160 complete questionnaires were analysed. Questionnaires, interviews, and documentation generated the study data, while quantitative data were analysed using SPSS version 29 through descriptive statistics, Pearson correlation, normality testing, and multiple regression. Resource planning had a positive significant effect on implementation success (B = 0.327; t = 7.109; p = 0.000), schedule planning (B = 0.312; t = 7.256; p = 0.000), communication planning (B = 0.145; t = 3.295; p = 0.001), and risk management planning (B = 0.105; t = 2.333; p = 0.021). The model explained 85.1% of the variation in project implementation success. The study concluded that integrated planning strengthened transport project implementation and recommended resource-readiness checks, updated implementation calendars, structured stakeholder communication, and active risk registers.

Abstract: This study examined the effect of project planning strategies on the performance of the Kigali Wetlands Restoration Project in Gasabo District, Rwanda. Specifically, the study examined the effect of risk planning, evaluated the effect of strategic planning, and assessed the effect of resource planning on project performance. The study was guided by Contingency Theory, Stakeholder Theory, and the Theory of Constraints (TOC). A descriptive and correlational research design employing both quantitative and qualitative approaches was adopted. The target population comprised 477 stakeholders involved in the implementation of the Kigali Wetlands Restoration Project. A sample size of 218 respondents was determined using Yamane’s formula. The findings revealed that risk planning had a positive and statistically significant effect on project performance (β = .389, p < 0.05). Strategic planning had a positive but statistically insignificant effect on project performance (β = .078, p > 0.05). Resource planning had a positive and statistically significant effect on project performance (β = .505, p < 0.05) and emerged as the strongest predictor of project performance. The study concluded that effective resource planning and risk planning significantly enhance the performance of wetland restoration projects, while strategic planning requires stronger implementation mechanisms to achieve a significant contribution to project performance. The study recommended strengthening project risk management frameworks, improving resource planning and allocation practices, and enhancing the implementation of strategic planning through measurable action plans and continuous stakeholder engagement to improve the performance and sustainability of wetland restoration projects in Rwanda.

Abstract: The general objective of this study was to assess the influence of project planning practices on success of rural infrastructure projects in Rwanda. Data analysis conducted using Statistical Package for Social Sciences version 28, applying frequency counts, percentages, mean scores, and standard deviation. Pearson correlation used to examine relationships between planning variables and project success. The regression analysis shows the coefficients and significance levels for each independent variable. For Resource Planning, the regression coefficient (β) is 0.267 with a t-value of 6.512 and a Sig. of 0.000. Since the p-value is less than 0.05, Resource Planning has a significant positive influence on success of Kamonyi-Rugalika-Mugina Feeder Road Rehabilitation Project. Regarding Scope Planning, Table 5 shows a coefficient (β) of 0.192, a t-value of 4.174, and a Sig. of 0.000. With the p-value below 0.05, this variable also significantly influences project success. For Quality Control Planning, Table 5 displays the highest coefficient (β) of 0.488, a t-value of 8.873, and a Sig. of 0.000. This p-value (<0.05) signifies a highly significant influence on the dependent variable. Project Management Committee and Kamonyi District authorities should institutionalize the formulation of strict quality criteria at the pre-contract stage to ensure all contractors clearly understand the high performance expectations required.

Abstract: The general objective of this research was to evaluate the effect of project resource management on quality education project in Rwanda. The study was guided by Systems Theory, Human Capital Theory, and Resource-Based View (RBV). The study used descriptive and correlation research design. The regression analysis reveals unstandardized coefficient for Resource Planning is 0.433, indicating that a unit increase in resource planning results in a 0.433 improvement in educational quality (β1=0.433, t=7.732, Sig.=0.000). Likewise, Resource Utilization has an unstandardized coefficient of 0.192, meaning that each unit increase in utilization of available resources contributes to a 0.192 improvement in quality education (β2=0.192, t=3.254, Sig.= 0.001). Resource Monitoring and Evaluation exhibit an unstandardized coefficient of 0.242, demonstrating that enhanced monitoring and evaluation leads to a 0.242 improvement in educational quality (β3 = 0.242, t = 4.321, Sig.=0.000). These findings underline the importance of strengthening resource planning frameworks, optimizing resource utilization, and establishing robust monitoring and evaluation mechanisms to improve educational outcomes in the district. Rwanda Quality Basic Education for Human Capital Development Project in Gasabo District is recommended to develop a comprehensive resource planning framework to enhance budgeting, procurement processes, and resource alignment with project goals, ensuring improved quality education outcomes.

Abstract: This study investigates the impact of resource allocation on the performance of housing construction projects in Rubirizi, Rwanda. Utilizing a descriptive research design, the study examines how effective resource planning, scheduling, tracking, and utilization contribute to project success. The research is grounded in the Resource-Based View (RBV) theory and contingency theory, emphasizing the importance of leveraging valuable, rare, and inimitable resources to gain a competitive advantage. The sample comprised 128 respondents from various construction companies and regulatory authorities in Rwanda, selected using purposive sampling. Data was collected using structured questionnaires and analyzed through descriptive statistics, correlation analysis, and multiple regression models. The results show that resource planning and management have a significant positive impact on project success, with a high level of agreement among respondents that proper resource allocation contributes to meeting project goals and adhering to budgets. The findings indicate a strong correlation between resource planning and project success (r = 0.668, p < 0.01). It is recommended that construction firms invest in improving resource management practices, strengthen supply chain coordination, and adopt data-driven decision-making tools to enhance project outcomes.