Abstract:
Project managers are obliged to plan and prudently use resources for the intended
purposes but on many occasions resources utilization is diverted to serve other egos
of top managers which are usually outside the initial project scope and work plans
leading to inefficiencies. The effective corporate performance of projects can be
ascertained through proper and efficient resource management planning and is a
guaranteed measure for successful project implementation. The purpose of the study
was to determine the effect of resource management planning on the Performance of
government-funded projects in Rwanda, using a case study of PONERWA (Project
for Environment and Natural Resources of Rwanda). The research adopted a Cross-
sectional study design that uses both qualitative and quantitative approaches, and
covered a target population of 500 respondents who are PONERWA Project
employees (Management and Staff) and a section of Nyamata residents in the
Eastern Province of Rwanda where many PONERWA Project activities are
concentrated. The study used both questionnaires and interview guides to collect data
from implementers and beneficiary groups of government-funded projects. A
purposive sampling technique was used for a sample size of 50 respondents.
Quantitati e data v as collected by use of Questionnaires while an in-depth interview
guide and group discussions assisted in the collection of qualitative data. Inferential
statistics using multiple regression and correlation analysis was also employed to
examine the relationship between research variables, with the help of Statistical
Package for Social Sciences (SPSS).Information from primary data was presented
graphically, using tables and figures. The study established that taking all factors
constant at zero, Project performance will be 3.757, the data findings analyzed also
shov that taking all other independent variables at zero, a unit increase in HRM
planning will lead to a 0.754 increase in Project performance implementation; a unit
increase in FRlV1 Planning will lead to a 0.879 increase in Project performance
practices and a unit increase in MRlV1 Planning practices will lead to a 0.568 increase
in Project performance. At 5% level of significance and 95% level of confidence
HRM planning had a 0.002 level of significance; FRM Planning showed a 0.005
level of significant, MRM Planning showed a 0.013 level of significant and hence the
most significant factor is FRM Planning. The study recommended that there should
be regular interface between management and staff to discuss the futuristic goal and
plans of the organization and the top management should communicate RMP
adoption to the entire organization to create awareness, interest, desire and action.
Policy and practice for RMP should be carefully evaluated and the results of that
evaluation fed back into improved approaches. It is also important that the
assessment considers the full range of project costs and benefit analysis.
