Influence of Project Management Practices on Performance of Sustainable Agriculture Intensification Food Security Project (SAIP) in Kayonza District, Rwanda (2020-2023)

Abstract

The study aimed to investigate the influence of project management practices on the performance of the Sustainable Agriculture Intensification Food Security Project (SAIP) in Kayonza District, Rwanda. Specifically, it examined the influence of project planning, project implementation, project risk management, and project monitoring and evaluation (M&E) on SAIP’s performance. The study was guided by the systems theory, stakeholder theory, and the theory of change. The target population included 317 employees involved in SAIP, and the researcher adopted a census approach, collecting data from every unit in the population rather than using sampling. Quantitative data collection was conducted through questionnaires, and both descriptive and correlation analyses were employed. The study utilized SPSS for data analysis, ensuring that quantitative data contributed to the overall findings. The correlation coefficient (R = 0.821) indicated a strong positive relationship between project management practices and project performance. The R² value of 0.675 suggested that approximately 67.5% of the variance in project performance could be explained by project monitoring and evaluation, project implementation, project risk management, and project planning. The findings demonstrated that project planning significantly influenced project performance, with an unstandardized coefficient (β1) of 0.332. This meant that for every one-unit increase in project planning, project performance was expected to increase by 0.332, with a significance level of 0.000 (t=5.929). Project implementation also had a positive influence, with an unstandardized coefficient (β2) of 0.166, indicating that a one-unit increase in project implementation resulted in a 0.166 increase in project performance. The significance level was 0.003 (t=3.018), confirming a statistically significant relationship.

Similarly, project risk management was found to play a critical role in project performance, with an unstandardized coefficient (β3) of 0.200. This indicated that an increase of one unit in project risk management corresponded to a 0.200 increase in project performance, with a significance level of 0.000 (t=3.704). Project monitoring and evaluation also had a substantial impact, with an unstandardized coefficient (β4) of 0.242, meaning that a one-unit increase in project monitoring and evaluation resulted in a 0.242 increase in project performance. The significance level was 0.000 (t=4.654), highlighting a strong positive relationship. The study concluded that project management practices are essential in enhancing the effectiveness of the Sustainable Agriculture Intensification Food Security Project in Kayonza District. The strong correlation between project planning, implementation, risk management, and monitoring and evaluation with project performance demonstrated that structured management approaches significantly contribute to project success. Based on these findings, the study recommended that SAIP adopt a structured planning framework with clear roles and timelines to enhance efficiency and effectiveness in project execution.